Robert Zahn

**** ******** ** **

Lacey, Washington 98516

Home 360-***-****, Cell 360-***-****

acz1jl@r.postjobfree.com

SUMMARY

Strategic Planning/ Supply-Chain Management/ Manufacturing / Sourcing / Project Management / Contract Manufacturing/ Engineering / Quality /Customer Service/ Warehousing-logistics / Lean Manufacturing - JIT – Total Quality Management / Forecasting / MRPI & MRP II/ ERP /Contract Negotiations /Developing KPIs

Successfully designed/implemented an end-to-end globally integrated supply chain system

Proven Senior Manager in all Supply Chain disciplines with expertise in both high tech and traditional Supply Chain Management with multisite responsibility

Team building, human resource development, labor relations, and organizational change management

Extensive supplier development experience resulting in continuous quality improvement, reduction of cycle timing, cost reduction and increasing capacity

Effectively implemented TQM, Lean Manufacturing and 5S

Effectively developed/managed customer contracts and contract manufacturing

Infrastructure design for production maximization and leading edge processes and procedures

Strategic/tactical planning including: capacity planning, designing/evaluating forecasting models for maximum efficiencies, budgeting, and establishing financial cost controls

Management experience in union and non-union environment

Quanex Building Products, Chehalis, WA 2015-2016

Supply Chain Manager for 9 manufacturing/distribution sites: Chehalis WA, Sacramento CA, Fontana CA, Phoenix AZ, Des Moines IA, Denver CO, Paris IL, Perrysburg OH and Parkersburg WV.

Directing all Supply Chain functions including: all purchasing, logistics, production planning and scheduling, long and short, forecast modeling and of all inventories,

Accomplishments include:

Reduction in packing material of $230K for 3 sites, 6 additional sites currently in RFQ process

Reduced metals spend by $250K by managing inventory timing

Developing KPIs to help understand true customer demand.

In process of developing new strategic metal supplier plan, lead times and cost.

Baxter Manufacturing (ITW), Orting, Washington 2010- 2015

Transitioned to the Strategic Sourcing Manager for 3 manufacturing sites: Orting WA, Baltimore MD and Charlotte NC.

Manage all functions of Supply Chain including: all purchasing, logistics, Imports & Exports, production and inventory control, service parts, transportation, contracts, Quality, long and short range planning and distribution for the world’s largest commercial bakery equipment manufacturer. Accomplishments include:

Reduced projected annual transportation cost by $262K.

Redesigned manufacturing planning to improve fill rate from 58% to 99% plus

Designed and implemented Capacity Planning and level loading resulting in a 17% reduction labor cost per unit

Service Parts, improved fill rate from 63% to 99.9% without increasing costs

Reduced annual projected material component costs by $1,250,000 and increasing

Designed and implemented Kanban system for all SKUs

Automated Kanban levels & level loaded plant to match seasonal demand

Performed a critical supplier/parts evaluation and took necessary steps to ensure continuous supply of product at best possible cost.

Led Corporation Motor sourcing teams including Europe and China resulting in a reduction in motor spend estimate $983K for ITW Corporate.

California Olive Ranch, Oroville, California 2009 - 2010

Vice President of Operations

Directed all manufacturing, milling, bulk storage, quality, engineering, supply chain including purchasing, logistics, long/short range planning, forecast modeling, logistics capacity analysis, budgeting, P&L and project management, for the largest extra virgin olive oil producer in the United States.

Accomplishments include:

Performed a detailed analysis to maximize 3 new distribution centers saving over $330,000 annually in freight costs

Designed/Implemented forecasting models to drive MRPII

Responsibility for direct/indirect spend for all manufacturing and processing

Designed/implemented an end-to-end globally integrated supply chain system

Increased manufacturing efficiencies by 50%

Reduced annual labor costs by 20%

Transitioned from a make to inventory to a JIT manufacturing approach saving inventory/storage costs by $190,000 annually

Increased fill rate from 80% to 100%

Project management of a $17 million state of the art tank storage facility, 2 bottling lines costing $5.8 million, filtration systems and 4 complete mills costing $12 million completed on time and within budget

The Wine Group, Ripon, California

Director of Manufacturing 2007– 2009

Directed manufacturing function for the world’s second largest winery with annual production of 60 million cases with 463+ employees at two sites. Responsibilities included all manufacturing, quality, engineering, tactical and strategic engineering planning, capacity planning and purchasing. Accomplishments include:

Set up a new purchasing system to manage corporate purchasing policy

Increased production efficiencies by 27%

Implemented Lean Manufacturing, TQM and 5S to the operation resulting in documented savings of more than $350,000 annually

Improved first pass quality from .07% to .002%

Reduced annual labor cost by $360,000

Redesigned filtration system for finished wine, reducing wine loss by 59%

FRANK-LIN DISTILLERS, San Jose, California

Director of Operations 2003 – 2007

Directed the planning at strategic and tactical levels to meet company objectives. Responsibilities included purchasing, forecasting, scheduling, quality, distribution, logistics, P/L, customer service, warehousing, manufacturing, contracts, engineering and new packaging design. Accomplishments include:

Planned and implemented newly developed ERP system including forecast model

Reduced operating costs by a minimum of $650,000 annually through restructure of management supply chain methods; capacity planning, effective planning/scheduling, procurement procedures and logistics.

Increased bottling revenue by 45%

Responsible for manufacturing direct/indirect spend

Improved the methodology of distribution planning saving a minimum of $150,000 (pull vs. push)

Improved overall production efficiencies by 18%

Decreased back orders from 18 percent to less than 1 percent

Effectively redesigned packaging and formulations of product lines thereby increasing volume and profit margin over $500,000

Developed Key Performance Indicators to measure and drive the discipline to meet company objectives

BACARDI BOTTLING CORPORATION, Jacksonville, Florida

Plant /Operations Manager 1978-2003

Held positions of increasing responsibility in all functional areas culminating in role as transformational Plant Manager of Bacardi’s flagship, fully modernized, World-Class bottling operation with annual output of 9 million cases. Key career accomplishments include:

Set up Capacity Planning, Rough Cut Planning, Materials Planning, MRP II

Developed the forecasting model and the MRP II system resulting in reducing material inventory cost by $65,000 and finished product inventory of $85,000 annually

Project management of 5 high-speed bottling lines budgeted at $35 million, on budget and on time, reducing annual labor costs by 1.9 million

Managed launch of 7 new products with 54 SKUs in conjunction with plant start-up. All sales and marketing timelines were met or exceeded, and within budget.

Additional projects included construction oversight of a 15,000-sq. ft. office building; a 150,000-sq. ft. finished product warehouse and the installation of an HTST Pasteurizer. All projects completed on time and within budget.

Developed and implemented a push system for the Distribution Centers leading to an annual inventory savings of more than $300,000

Implemented Lean Manufacturing and Total Quality Management to the operation resulting in documented savings of more than $200,000 annually

Ensured that all inventories were maintained at the minimum level meeting the company’s objective of 98% fill rate; actual fill rate is greater than 99%

Education:

University of Virginia, Darden Graduate School of Business Administration, (BACARDI 2000), Global Management, 1995

M.B.A., Jacksonville University, 1991

B.S.B.A. Jacksonville University, 1990

A.S., Florida Community College at Jacksonville, 1986

University of Chicago, The College of Transportation and Distribution at FCCJ, 1986

Addition Training:

5S

APICS

Six Sigma

Lean Manufacturing

TQM

APICS

ERP, Four Soft, Bottle Soft, SAP, JD Edwards, EPICOR

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