Senior Production Control and Logistics Manager

MARC J. EBERHARDT

**** **** *****, **********, ** 35803

Phone: 256-***-**** E-mail: ********@*****.***

PROFILE

Results driven challenge oriented management professional with 20 years experience, 16 within international / multi-plant, automotive companies. Thrive on delivering satisfaction to the Customer - both internal and external, while working continuously on improving process flows and ensuring projects are finished on time to support management goals. Works well with little or no supervision. Excellent skills in organization, budgeting, coaching, persuasion, negotiation and communication within all levels of organizations. Other strengths include flexibility, analysis, problem solving, and teamwork. A proven leader in every position held.

PROFESSIONAL EXPERIENCE

SMP AUTOMOTIVE ALABAMA- Northport, AL

2016-2017

Director of Logistics - Greenfield startup operation supporting Mercedes-Benz USA Inc for automotive interior and exterior products. Logistics responsible for hiring, policy deployment, budget, and project work

Prepared executive review for steering committee and customer liaisons

Managed travel and training program for associates for relevant tasks related to project and individual training plans

Created Plan for Every Part for all components and validated prior project assumptions

Designed and procured packaging for customer, in plant, and suppliers relevant for part protection, and standardized to manage within facility

Designed and justified in plant logistics flows for optimal space and capital utilization

Budgeted and tracked KPIS related to department and prepared PDCA (Plan/Do/Check/Act) reports to converge gaps to target

Magneti Marelli – Pulaski, TN

2014 - 2016

Logistics Manager - Manufacturing facility supporting OEM, Tier 1 and Aftermarket automotive parts (FCA, GM, Aftermarket Service). Logistics responsible for Forecast S&OP, Raw Material Planning / Procurement, Conveyance, Distribution, Transportation and Customer Service / Shipping functions. Through use of World Class Manufacturing / Logistics (WCM / WCL) methodology, drove continuous improvement and benefit / cost ratio rationale.

Reduced Inbound Freight 60% within 1 year ($2.5 million) through ERP parameter, production leveling, and establishing proper route deliveries

Reduced Outbound Freight 70% within 1 year ($ 3.5 million) through production leveling, customer collaboration, and implementation of WCL tools for material delivery and DLE improvements

Achieved department / plant budget to company drivers (Freight, Sales, and Inventory)

Developed department team members enhance business acumen, functional requirements, and developing internal future leaders

Implemented production declaration points to see and reduce Work in Process inventory in 30 areas of production, enabling control on System inventory and implementation of Kanban for 45 work centers

Improved FCA OE and OES delivery score 37% (from 60% to 95%) within 12 months

Implemented Cycle Count inventory program, established ABC evaluation

Established material delivery routes for optimized delivery to WIP supermarkets and delivery to the operations “Golden Zone”

Standardized container management program for suppliers, internal material conveyance, and customer packaging standards

oReduced landfill dependence 60%, driving to 90% corrugated elimination by EOY’15.

Faurecia Automotive Seating – Multiple Sites (Madison, MS, Cottondale, AL, Hartselle, AL, Murphreesboro, TN)

2013 – 2014

PC&L (Production Control & Logistics) Manager – Manufacturing facilities supporting OEM and Tier 1 automotive facilities (Nissan, Mercedes, JCI and Intercompany location). PC&L responsible for S&OP, Raw Material Planning / Procurement, Conveyance, Distribution, Transportation and Customer Service / Shipping functions. Team’s improvements have been based on methodical methods driving systematic improvements through the use of company tools and resources pragmatically.

Reduced Expedite Freight 95% from prior periods

Improved Direct Labor Efficiency 68%, 26% points through modified scheduling techniques

Bottom line improvement on Inventory as % Sales 23% within 5 months ($ 4.5 million reduction)

Regional resource deployed to restructure 3 other facilities in distress (PC&L and Operations Leadership)

Improved Customer confidence by consistently delivering at 99%+ to OEM / Service requirements

Implemented Core company PC&L methodologies through each respective plant discipline

Established and Managed a fully integrated off site warehouse within 1 month or project assignment

Transitioned supply base from China to USA for key Tier 1 Directed source supplier, maintained 99% ontime delivery

Faurecia Emission Controls Technology – Multiple Sites (Columbus, IN, Louisville, KY, Spartanburg, SC)

2011 – 2013)

PC&L (Production Control & Logistics) Manager – Manufacturing facility supporting OEM and Tier 1 automotive facilities (Ford, GM, Chrysler, and Intercompany location). PC&L responsible for 110 employees – 15 direct salary (3 Master Schedulers, 4 Planners, 6 Supervisors, and 2 Analysts), 95 indirect hourly / salaried. Responsible for Raw Material Planning / Receipt, Engineering Change Coordination, Conveyance, Distribution, Transportation and Customer Service / Shipping functions. Team’s improvements have been based on methodical methods driving systematic improvements through the use of company tools and resources pragmatically.

Improved Direct Labor Efficiency 60%, 23% points through modified scheduling techniques

Bottom line improvement on Inventory as % Sales 16% within 12 months ($10 million reduction)

Year over Year reduction in Non-Conformance Freight $ 4 million

Regional resource deployed to restructure 2 other facilities in distress (PC&L and Operations Leadership)

Improved Customer confidence by consistently delivering at 98%+ to OEM / Service requirements

Implemented Kanban / Pull Systems on 38 of 45 production cells within 4 months

WDE Partners LLC – Huntsville, AL

2011 –

Managing Partner – Specializing in Supply Chain Management theory and application, through hands on consulting services. Tier 1 & 2 automotive clients in emission control.

Packaging design, justification, prototype, and delivery

Lean logistics flows through Value Stream Mapping, Plan for Every Part, and application of the 4 theory

Transportation routing and negotiations on clients behalf Air, Ocean, Full Truckload, Less than Truckload, and parcel

Implemented Expedite Management tracking and bidding process – immediate impact 75% reduction in costs and occurrences

Managed Supplier Delivery / Capacity through implementation of scheduling techniques

Coached / Trained employees on clients systems and tools

Eliminated 33% excess overtime hours ($20 million yearly savings)

Improved the work / life balance for 1,200 person plant and improvements lead to 25% reduction in temp staff and seasonal employees

Continental Automotive Systems, US, INC (formerly Siemens VDO Automotive Corporation) – Huntsville, AL

2006 - 2011

Logistics Automotive Americas – Global Logistics - NAFTA - Supported the Americas region logistics efforts, and responsible for business unit logistics for 6 plants in the region. Handled the distribution activities for 13 external warehouses, and the coordination of incoming materials from 18 intercompany global locations into the region. Other areas of responsibility include North America transportation, import / export compliance, packaging, and project management.

Project lead responsible for developing scope, assessing quotes, award contracts, and the implementation of a new distribution center in Nogales, AZ (100,000 square foot facility supporting vendor managed inventory, and finished goods distribution). On track to generate $3M in savings for the Nogales operation.

Supported global projects in the region, including lead assessor for supply chain assessments, Kaizen events, Lean training, and onsite consulting

Developed the supply chain design / engineering process which became standards for physical and virtual flow of materials

Performed 14 Lean supply chain assessments in the Americas region

Launched / designed 75 projects from concept to end of life

Stoody, A Thermadyne Company – Bowling Green, KY

2005

Purchasing Manager – Led the Purchasing / Materials department compliance with Sarbanes Oxley and ISO9001. 4 Direct Reports - 1 Master Scheduler, 1 Senior Planner, 1 MRO / Production Buyer, 1 Administrative Assistant.

Responsible for monitoring and adhering to department / division budget.

Achieved budget goal and further reduction of 3% below plan for year.

Implemented long-term agreements for steel, with net effect of -$-640K reduction to current standard cost, roughly a 15 % reduction.

Implemented long-term agreements for various commodities, in some cases hedging against uncertainty in the market, which have provided annual cost reduction of -$-380K.

Federal Mogul - Boaz, AL

2001 - 2005

Materials Team Leader – Led corporate initiatives to identify process improvements and provide quantifiable savings.

Identified $600K of savings through the use of bar code technology, point of use storage, and modifying the packaging methods from vendors.

Project Manager for Materials team, monitored the tasks within the scope of the project, and implementing work around and recovery plans as needed to ensure savings are met to budget requirements.

Deployed process improvements identified and responsible for providing status reports to plant and senior management.

Supervised 7 employees and provide weekly status reports to upper management.

Senior Buyer – Managed projects and the flow of production materials for the Boaz aftermarket operation, which generates $125M of annual sales. Specific support included leading the implementation of Engineering Change Notice and New Product Launch Notice projects for the Materials Department. In addition, responsible for generating cost reduction opportunities, which has totaled over $200K in annual savings.

Planned, developed, and maintained production and corporate schedules to ensure deliverables were achieved.

Monitored 2300 part numbers through 70 direct material suppliers in North America, Asia, and Western Europe, totaling $24M annual spend.

Analyzed / released material requirement recommendations from the Materials Requirements Plan (MRP) to vendors.

Authored ISO / QS / TS standards for the Material Department, and adhere to the ISO 14001 standards for environmental compliance.

Participate in Kaizen / Lean initiatives throughout the plant, increased throughput 35%.

NewSouth Communications - Greenville, SC

2000 - 2001

Manager, Purchasing and Inventory Oversight - Responsibility included the purchasing and distribution of customer premise equipment, fleet management, cell phone administration, inventory control, and computer equipment and supplies. Participated in developing the plans for the integration of NewSouth and UCI Purchasing and Inventory functions, and managing 4 warehouses. Managed 18 partners and directly accountable for purchases and related accounts valued in excess of $10M. Conducted negotiations, sourcing, purchasing, receipt and acceptance, and transferring $800K of material per month.

Established key partnerships with vendors to bring inventory levels down 58% from three months to five weeks.

Decreased process time by 79%, from two weeks to three days for shipment of customer premise equipment

Increased revenue for company by $50K due to the availability of material for the installation.

Recorded $300K in cost reductions for the Customer Premise Equipment, and Vehicle maintenance contracts.

Developed processes and procedures for the integration of a Hybrid (semi-centralized) purchasing system. As a result, the amount of partners who could purchase material was reduced from 1,400 to 4.

Tenneco Automotive - Smithville, TN

1998 - 2000

Materials Analyst

Managed yearly inventory volume of $20M of production components and service parts.

Exceeded all corporate goals established for inventory control 12 consecutive months.

Department trainer for plant-wide software implementation from legacy system to SAP R/3 ERP system.

Released material requirement recommendations from the MRP to vendors through the use of Electronic Data Interchange (EDI) and other transmission methods.

Served as team leader for the Nissan Business team.

Hoshizaki America, Inc. - Peachtree City, GA

1996 - 1998

Buyer / Planner

Achieved $200K cost reductions annually.

Collaborated with teams in the Production Control, Engineering, Manufacturing, Accounting and Quality Control departments.

EDUCATION

B.S. Operations Management / Auburn University / Auburn, AL 1996

SOFTWARE SKILLS

Microsoft Office 2007, Microsoft Project 2007, MS Visio, and Lotus Notes

SAP R/3, QAD/MFG Pro ERP software system

Other Information

US Citizen, Passport expiration 2016, Brazil Visa expires 2020

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