Supply Chain Manager

daon c. walker

Los Gatos, CA

650-***-**** **********@*****.***

MANUFACTURING OPERATIONS - DIRECTOR

Global Manufacturing and Operations ~ Building Consolidations/ Expansions ~ Business Plan Execution

Six Sigma, Systems Theory, COGS, TOC, JIT, DFM, Kaizen, LEAN, ERP, MRP, SPC, APICS–CPIM, EVM

Passionate, forward-thinking Leader with demonstrated ability to build, organize, and structure teams to deliver consistent results in high pressure environments. 20+ yrs of experience -Recognized for strategic and tactical leadership, business & systems acumen, and creative problem solving. Specialize in the execution phase, translating functional strategies into operational plans and priorities. Employ state-of-the-art LEAN methods for continuous operational improvement, optimizing production output, and attainment of $$multi-million dollar cost savings.

High Volume -High Mix Equipment

SAP MDM R3 / Oracle / Agile PLM

Union Expertise, Negotiations

mElectromechanical Components OEM

Large Global Complex Application

EVM - Financial / SOX

Efficiency Expert - Optimization

Master Motivator, Superior Results

Build, Organize Top-Tier Teams

KEY HIGHLIGHTS – MANUFACTURING - Electromechanical Assembly and Test

Increased manufacturing from a single 300mm system/month to over 5 systems, (a 400% increase) - applied principles of Six Sigma, LEAN, and Systems Theory; increased monthly chamber production from 2 process chambers to more than 30 in an 8-month period, (a 500+ increase in capacity); which generated and additional $55 million/quarter.

Managed $670M in annualized spend across multiple strategic partners. Introduced 20 new products annually. Optimized balance between sourcing, transportation costs, and customer service requirements for legacy and new products introduction. (NPI)

Successfully mitigated risks by overseeing worldwide contract negotiations (CM), managing components life cycle, multi-sourcing, and BOM reuse, consistently achieving $$Million cost savings quarter-to-quarter.

Expanded functional teams (production, chamber, and test) from 5 to 120 in 6 months including

Installation of 4 managers – prepared for the next generation of semiconductor capital equipment.

Continually ramped production by 30% per quarter for 1.5 years by driving operational efficiency.

Fighter Pilot - F/A18 U.S. Marine Corps - Colonel - Charged with command & coordination of ‘combined arms forces, Avaition, Infantry, and Logistics Operations; rated as #1 Intelligence Officer based on exemplary performance as a Program Manager.

PROFESSIONAL EXPERIENCE

QUANTUM CLEAN TECHNOLOGIES, Consultant for Operations and Production Management 2015 -2016

Advisor to COO and VP of Ops for Operational Efficiency and Optimization –combining 16 remotes sites to act as one

NORTHROP GRUMMAN, CORP, Major Defense Contractor -75,000 employees worldwide 2012- 2014

Directed Engineering Operations for the Manufacture of Naval and Air Force Propulsion and Missile Launch Systems

Senior Director of Operations/ Director of Operations Engineering – Reporting to EVP for Operations

Responsible for all aspects of support to the line Manufacturing Operations. - Direct report organization included: Mechanical Engineering, Manufacturing Engineering, Industrial Engineering, Process Engineering, Systems Engineering, Operations Program Management, Capital Planning and execution, Continuous Improvement Programs, Operations Leader for SAP implementation and MRP execution, Planning & Scheduling, Production Control, Tool Design, Numerical Control Programming-CNC Machining, Capacity Planning, Procurement, Purchasing, Proposal Estimating, Shipping and Receiving, Logistics, Inventory control,and Equipment Maintenance Support. Key Leadership role in developing strategies, and developing innovative methods to improve operational efficiency.

10 Direct report Senior Managers, Total organization -240 – 4 Unions (125 Union employees.

Accountable for $1B+ annual direct materials spend across 4 Original Design Manufacturer (ODMs), 200+ suppliers

Drove $52.3M (8.3%) direct material cost savings for Specialty Metals

Established sourcing strategies for Low Volume High Mix Electromechanical components

Developed and deployed commodity roadmaps for turbines and gear systems

Implemented VMI and buy-sell strategies to maintain cost leadership and control execution

Increased guided turnkey spend leverage and achieved 85% coverage with top 25 suppliers

Implemented supplier scorecards and quarterly business reviews for key Tier1 suppliers

Designed supply chains for webOS systems reducing BOM line items by 10% and lead-time by 27%

Ramped down $217M indirect supply chain and mitigated ~$170M in open PO liabilities

Drove overall materials readiness (qualification, release, CTB and cost) from NPI to post-ramp

Page Two

650-***-**** **********@*****.***

NORTHROP GRUMMAN, CORP, - (continued)

Achieved 96% on-time delivery to commit through improved demand-supply balancing

Chaired design-to-cost reviews and drove cross-functional cost-down from 2% to 5% per quarter for 2 years

Secured capacity and in-bound supply to achieve 99%+ clear-to-build for sustaining products

Coordinated phase out/in of obsolete parts and new product materials to achieve <$1M E&O/program

Mitigated material constraints and inventory shortages with <1% of line items not clear to build

SOLYNDRA, LLC, Fremont, CA 2010 – 2011

High Volume Solar Photovoltaic/ Panel Manufacturer- 1200 employees

Director of Operations/Manufacturing – Reporting to VP of Operations

Recruited by C-level and senior executives to provide business analytics to enable the company to make data driven decisions. Established vision, direction and strategy for the organization with full P&L responsibility; focused on driving revenue and increasing operational efficiencies.

Greenfield start up of a 250MW PV fabrication facility equating to 220k+ material starts per day. Managed staff of 8 managers/supervisors (170 indirect staff); forecasted and manufactured CIGS photovoltaic cells using thin film.

Achieved 11% reduction in manufacturing cycle-times through reduction in parts and process steps. Implemented product customization, configuration and logistics postponement for flexibility. Set DfX targets to allow for superior COGS, yield, sourcing, and manufacturability.

Responsible for 3 Buildings /Assembly Operations, Facilities, Logistics, Shipping and Receiving, Planning & Scheduling

Initiated, planned, and executed construction, fit-up and startup, and qualification of new assembly building, required for capacity constraints.

APPLIED MATERIALS, INC., Santa Clara, CA 2000– 2008

World #1 Capital Equipment Supplier for Semiconductor Manufacturing and Metrology – 10,000 employees

Senior Manufacturing Operations Manager / Supply Chain Manager

Promoted to direct operations and R&D tool installations/replacements/upgrades with staff including 12 contract project managers for this global leader. Oversaw building and laboratory construction for prototype solar /semiconductor / display capital equipment and metrology equipment installations. Oversaw ISO Certification and re-certification.

Responsible for Assembly and Test Operations at 4 U.S. Sites - Later Responsible for consolidation into 2 U.S. sites and subsequently 1 U.S. site. Executed transition plan to close remaining U.S site and relocate to 3 Assembly and Test sites in Asia.

Completed Reliability Labs Relocation and Consolidation Program ahead of schedule and under budget – installed 188 new prototype sputtering, electroplating, Etch, PVD, and chemical vapor disposition systems to include 144 metrology tools and 14 solar and display manufacturing tools (10 months, $20.8M project).

Partnered with key stakeholders and our contract manufacturers (CM’s) to develop, implement and influence best practices in forecasting supply chain inventory management and master scheduling requirements.

Reduced outsourced manufacturing costs in excess of 10% per year ($90M). Implemented component strategies with contract manufacturers that ensured a shortage-free manufacturing process, even with highly compressed schedules.

Reduced R&D tool installation time by over 20% - restructured planning and design process to anticipate constraints and potential bottlenecks in planning phase, prior to construction and/or demolition.

TYCO INTERNATIONAL (Raychem Corp), Menlo Park, CA 1997– 2000

Senior Operations Manager / Logistics Manager - Electronic components – over 200,000 employees

Led production planning, capacity planning, inventory control, master scheduling, material handling, shipping and receiving, involved in vendor certification (purchasing), and forecasting. Charged with benchmarking, implementations of manufacturing / Supply Chain applicable hardware and software, activity based costing, development of performance metrics, leading staff and cross-functional teams, data base integrity, and Engineering resource coordination, prioritization.

Managed direct reports in demand planning, supply planning, macro planning, micro production scheduling, finished goods inventory management, and procurement – sourcing material requirements for 8 global manufacturing centers. Increased annual sales efficiency 62% by reducing “sold out percentage” and increasing inventory turns.

Reduced cycle time from 35 days to 11 for a 65% time savings and 25% or $5.8M reduction of inventory through creation of a methodology to identify, monitor, and exploit factory constraints.

Led a high-powered team in the manufacture of electronic security products and services, fire protection and detection products and services, and valves and controls.

Generated annual savings of $3M and reduced cycle time by 14 days by devising cross-docking procedure to allow direct shipment of materials from vendor sites and Tyco factories to overseas distribution centers.

Acted as Program Manager for Implementation and Project Manager for Upgrade of SAP /R3 -ERP, EMS, MES, P2, SD, and MM modules to include MRP II and MPS.

Page Three

650-***-**** **********@*****.***

UNITED STATES MARINE CORPS – Colonel (Active & Reserve) 1984– 2004

Commanding Officer – Fighter Pilot - Chief Administrator – Worldwide Deployments

Attained “Outstanding” rating for Shipping/Distribution, Logistics, Operations

Assigned personnel to Global Operations, Day-to-Day Operations; direct responsibility for 15 Officers and 140 enlisted personnel.

#1 Intelligence Officer rating based on exemplary performance as Project Manager during operations in Egypt & Persian Gulf. – Staff of 44, 7 section heads and 37 intelligence analysts.

Selected as Senior Intelligence Briefer to Commanding General for Operations – Bosnia Herzegovina (former Yugoslavia).

Director of Logistics - Charged with coordination of combined force (Army, Navy, Air Force, Marine Corps) Heavy Shipping & Distribution and tracking of heavy equipment for global operations. ( Iraq, Kuwait, Bahrain, Korea, Somalia)

EDUCATION/CERTIFICATIONS

Graduate studies MBA – University of Southern California, Los Angeles, CA

B.S. – Statistics and Psychology, Indiana University, Bloomington, IN

Six Sigma ~ Production/Inventory Management APICS (CPIM) ~ SAP / Oracle Advocate ~ Systems Theory ~

Systems Thinking ~ Project Management PMP ~ ISO 9001-02 ~ Theory of Constraints/ TOC ~

LEAN-JIT ~ United States Pentathlon Team – Olympic Years (1991 – 1996)

PROFESSIONAL ASSOCIATIONS

Association for Operations Management (APICS)

Marine Corps Officers Association

PROFESSIONAL MEMBERSHIPS

CSCPM - Council of Supply Chain Management Professionals

AME - Association for Manufacturing Excellence

APICS – CPIM - The Association for Operations Management

PMP – Project Manager Professional Certification

ISM - Institute for Supply Chain Management

DBM - Distribution Business Management Association

HSCA - The Healthcare Supply Chain Association

SCMA - Supply Chain Management Association

Black belt - LEAN Certification

Contact this candidate