Supply Chain Management
Resume:
Daniel R. Bagin
West Bend, WI 5309 ******@*****.***
OBJECTIVE
An executive position in Supply Chain Management with a growing, successful, mid-sized company, that can use my expertise in managing the supply chain and co-workers into a world class environment by identifying areas of deficiency and turning them into profitable work centers; my ability to communicate at all levels of an organization to ensure we meet strategic goals and objectives; my ability to develop cross functional teams, both internally and externally, to eliminate waste and reduce overall costs to become a more profitable organization; and my experience in a global environment to keep us competitive in a changing world economy.
SUMMARY OF QUALIFICATIONS
Extensive experience in global supply chain, logistics, and manufacturing systems. Background in Supplier Relationship Management (SRM), international sourcing, quality control systems, consolidation of supply base, cost reductions, inventory management, operations management, mentoring, and lean manufacturing. Continuous progression in management to Vice President overseeing multiple locations globally. Specific strengths in supplier negotiations and development through trust and respect, create win-win relationships that are mutually beneficial. Exceptional communication skills have solidified those relationships and offered a highly competitive global supply chain. An effective and creative problem solver who focuses on proactive results. A particular aptitude in evaluating and analyzing areas of deficiency that can be turned around into cost producing areas of an organization. Strong strategic planning skills that allow the departmental objectives to be obtained and to meet the long-term goals that exceed our customers’ requirements.
PROFESSIONAL EXPERIENCE
Vice President of Global Supply Chain, EnSync Energy 2011-2017
Responsible for the development and management of manufacturing, supply chain, and logistics on a global basis. Responsibilities include supplier development, cost reduction programs, TQM, on time delivery, and written procedures and policies for the US and Asia.
Director of Purchasing, Huf North America 2010-2011
Responsible for the management and development of the global supply chain and supplier quality in China, Mexico, Europe, and the US totaling $90 million in direct purchases. Responsibilities include supplier development, cost reduction program, TQM, on time delivery, VMI, supplier PPM reduction with the global supply chain, and procurement from low cost countries.
Vice President, Burke & Associates, Chang An, China 2009-2010
Responsible for the management of the entire supply chain in Asia totaling $20M in direct purchases for our domestic and international customers. Responsibilities include supplier development, on-time delivery, cost reductions, and TQM while living and working on site in China.
Vice President of Operations & Supply Chain, Prolitec Inc.,Milwaukee, Wisconsin 2008-2009
Responsible for the management of Procurement, Manufacturing Operations, Logistics, and Quality. Responsibilities included the development of written procedures and policies, supplier development and management to world class levels, cost reductions, and TQM.
Vice President of Global Supply Chain, Serigraph Inc., West Bend, Wisconsin 1987-2008
Responsible for management of the Supply Chain and Logistics on a global basis with direct purchases totaling $80M. Managed a staff of eight responsible for the development and management of the Supply Chain, cost reductions, TQM, inventory reductions, and on time delivery. Upgraded supplier rating system to include world class quantitative measurements, implemented rebate programs and leveraged supply chain globally to exceed cost reduction goals, directed lean manufacturing objectives and created skills matrix/implemented personnel objectives to develop career paths of the staff.
EDUCATION
Bachelor of Business Administration
University of Wisconsin-Whitewater
Whitewater, Wisconsin
SELECTED ACHIEVEMENTS
Overall US production unable to meet customer requirements.
Reviewed producing our cell stack in South Korea with our business partner. Identify the South Korean supply chain and review the internal manufacturing capabilities within the South Korean facility.
RESULT: Implemented a qualified supply chain and manufacturing cell within the South Korean facility to produce product to meet our customer requirements.
Customer was pressuring for a 5% pricing reduction per unit on the balance of their contract. Reviewed all component costs and identified global suppliers; Submitted RFQ’s for both individual components and completed units; Analyzed all quotes and determined ‘total cost’ to the company. RESULT: Implemented the move of manufacturing the units to China that saved 22% per unit, exceeding customer requirements.
Current Supplier Rating System was too subjective and out of date. Reviewed current system versus Fortune 500 company systems; Visited 3 Fortune 500 companies to review their systems; Researched ASQM papers written on Supplier Rating Systems; Collaborated with Quality and Procurement departments and combined various ‘best practices’ to develop a new system.
RESULT: New quantitative system resulted in 100% on time delivery, 100PPM, 10% lead time reduction, and an annual 5% price reduction.
Overall material costs were too high and needed to be reduced. Reviewed current supply base and identified there were 175 raw material suppliers were all US based; Submitted RFQ’s on a global basis; Consolidated supply base to 60 suppliers; Reviewed information with the procurement team for implementation.
RESULT: Reduced raw materials costs by 11% by leveraging the supply chain on a global basis.
In order to move manufacturing operations to China, evaluated options and costs. Using my knowledge of China, communicated with manufacturing facilities to choose the optimal location; Communicated my draft of findings with Quality, Accounting and Procurement departments and wrote a Power Point presentation for the Board of Directors; Presented financial impact comparing manufacturing in the US versus China.
RESULT: Board of Directors approved the move leading to a 22% savings per unit.
Company needed to update the current strategic plan. Reviewed the current plan and the departmental goals required to meet the plan; Drafted a new strategic plan and departmental goals; Established new policies and procedures to meet the strategic goals.
RESULT: Created a closed loop system aligning departmental goals and objectives with the strategic plan.
Inventory turns needed to be improved on a global basis. Reviewed current systems with the accounting and procurement departments; Facilitated the evaluation of alternate systems; Identified that the Kanban and SMI systems were optimal; Instructed the departments to review internally and externally.
RESULT: Implemented Kanban and SMI systems throughout the organization which improved inventory turns from 12 to 32 annually.
Company needed to drive out costs on raw materials and services. Developed a technique to uncover waste and excess costs; Trained them on the use of brainstorming techniques; Directed the team to implement this technique while meeting with the entire supply chain.
RESULT: Achieved an 18% price reduction.
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