Customer Service Manager

Chad Allread Newark CA *****

https://www.linkedin.com/in/chad-allread 408-***-**** (Mobile) ***********@*****.***

Experienced Materials Program Manager

Commitment Passion Excellence Results

Supply Chain Professional looking for the next opportunity in joining a progressive company allowing me to make immediate impact as a materials program manager. Strong analytical and problem solving skills accustomed to making business and operational decisions using proven experience backed judgment. A proven leader, who recruits, develops, mentors, and leads high performance teams and cross functional organizations to execute to operational and strategic goals. Experience in software programs to perform computerized inventory control, materials management, over the counter customer service for both internal and external personnel along with receipt, storage, issuance process of goods and materials.

Core Skills Include:

Inventory / Material Control Cross Functional Leadership Business Process Excellence

Forecasting / Planning Forward / Reverse Logistics Operations Management

Supply Chain Management 3PL Vendor/ Logistics 3PL Vendor / Partner Management Business Process Excellence Operational Excellence Cost Avoidance, Reduction, Control Analytics, Measurements, & KPI’s Order Management Product Development Continual Process Improvement Vendor Management Coaching, Mentoring, Training Global & International Experience Strategic Vision & Execution Warehouse Management

Professional Profile

Choice Logistics, Santa Clara, CA P/M Consultant –Supply Chain Oct 2014 to July 2015

Represented Third Party Logistics (3PL) as onsite manager reviewing business process in multiple areas such as VAT reclamation, domestic and international transportation, FRU recovery process, and engineering support. Reviewed with the customer service team Third party maintenance (3PM) process along with Mfg. Operations group understanding customs/compliance (IOR/EOR) reviewing overall supply chain process identifying gaps within their current procedures. Provided operations and service management with cost saving solutions reducing touch points throughout both organizations.

Responsible for the review of customer services partner management (Global Logistics and Operations) of all 3PL services identifying gaps in the way management was utilizing those services. Outlining cost saving measures in the overall FRU recovery process focusing on delivery and recovery by utilizing 3PL FE’s under contract to close the gap for an overall reduction of outstanding hardware left in the field in most cases over a week to a 3 day recovery process.

Identified for the Mfg. Operations group with the VAT reclamation process identifying gaps, providing solution’s with a dual focus on recovery of pre-sale and demo products left in country do to the lack of freight forwarders. By utilizing the 3PL freight forwarders for those countries they would have end to end representation. It provided the startup with the ability to recovery the refunds of those defective products and provided ongoing support for spares placement with faster turns for repair. Included in this was the ongoing sales recovery and return of unit left in the field for a cost saving that ran into millions of dollars.

Responsible for identifying a road map of cost reductions for the MFG operations group on domestic shipping services. This was done after a review of the CM and shipping supply chain, identifying the reduction in touch points through a consolidation process. By reducing shipments from the CM’s and shipping parties like FedEx and others back to the 3PL site. By creating a separate security cage for revenue this allowed for a reduction in the touch points prior to shipment for an overall reduction in shipping costs for revenue by 25%.

Identified cost saving by reducing the FE’s headcount and how the customer service team and third party maintenance (3PM) process was supported for FE delivery of products in the field for contract and non-contracts. The solution was implemented by utilizing the 3PL FE’s as the primary support role for delivery and recovery of products that were already under contract and were under-utilized. The saving in head count by the startup was reduced by 40% providing more up time by the FE tech services. Recovery of defective goods increased by better than 50%.

Chad Allread Newark CA 94560

https://www.linkedin.com/in/chad-allread 408-***-**** (Mobile) ***********@*****.***

Professional Profile

Weiss-McNair Mfg., Chico, CA

Supervisor – Material Coordinator May 2010 to June 2013

Supervising Responsibilities consisted of prioritizing and coordinating the daily production schedule with the Managers of the Fabrication & Assembly teams delivering point of sales. Support was also provided to the NPI team, engineering dept. purchasing staff along and the shipping dept. responsibilities for that support under my direction was managing a team of fifteen direct reports as material handlers. Daily responsibilities were issuing the daily pick lists of material requirements and delivery of kitted materials with fulfillment of shortages in support of the production schedule. Responsibilities also included the daily cycle count of inventory, point of receipt, parts put away, warehouse cleanup, outside stocking locations and support for safety training, mentoring of employees.

I reported directly to the planning manager and was dotted line to the director of operations for any and all critical shortages that could affect production and the overall schedule impacting on time delivery of finished products to the customers.

Responsibilities included scheduling and delivery of kitted materials to the fabrication shop in support of production. Point of receipt of JIT delivery of raw materials to the milling and saw dept. in support of fabrication needs for the production schedule. Supporting on going fulfillment of upper level BOM or sub assembly level materials as returns to stock so to complete the kitting process for final assembly and sales.

Areas of responsibilities included the scheduling and delivery of all kitted materials as a key performance function for the team to the weekly production schedule in support of final assembly and customer configured requirements. Also included in the fulfillment process was upper level BOM builds and those sub assembly level material movements tracked between both fab & assembly in support of future build requirements.

Responsibilities included the supervision of the daily point of receipt for all purchase order goods through the receipt process keeping in contact with the purchasing staff. Fulfillments of all BO’s were monitored by the supervisor daily for any line down and material parts shortages for all departments.

Additional responsibilities in this process was monitoring the movement of a parts runner responsible under my supervision in support of all drop off of raw products to CM’s in the area and for all direct pickup of parts as well from authorized vendors in the area as required.

Responsibilities included the supervision of all materials put away, including warehouse cleanup and monitoring that the right part was in the right place for materials and ongoing support of service, field support, engineering dept., fab and production along with ongoing customer needs. The team lead insured that the daily cycle counts were performed as required, insuring that a cross cut of A and B valued parts were counted. The auto pick lists of parts were provided and counted then reconciled with a daily accuracy rate of 86%.

Responsibilities included the supervision of all outside grounds, consisting of 25 plus acres of materials and equipment maintained and stored in multiple container units as warehouse stocking locations for bulk items. These responsibilities included delivery of all large assembly to and from the fab group in support of the final assembly teams daily.

Responsibilities included the supervision for the year end physical inventory counts. This was done utilizing the material handlers as the inventory leads for each stocking area, warehouse, bulk outside locations, Fab raw stock, and sub assembly stock as well finished goods. All completed assembly’s that had yet to be sold at year end also required to be serialized and tagged and inventoried at the individual assembly levels identifying all options for those machines.

Chad Allread Newark CA 94560

https://www.linkedin.com/in/chad-allread 408-***-**** (Mobile) ***********@*****.***

Professional Profile

SanDisk Corporation., Milpitas, CA

Manager, Lifecycle Planning Program October 2006 to May 2008

Responsibilities as the PLM were to drive the release of NPI (New Product Introduction) packaging and re- packaging of sustaining products under budget and on time. Reviewing with the marketing readiness team and product managers for a seamless hand off and release of the BOM (Bill of Materials) structure for uploaded into the agile system. First article of all NPI support was previewed with the packaging engineers, marketing art department. along with coordination of the chip sets and availability through production operations in China. After review and sign off of the first article customer ship. The production requirements converged at the CM’s, materials required for that build were then scheduled and released for the next NPI launch of product(s) to the big box retail chains.

Responsibilities as a PLM also included the monthly review of all Sunset or EOL (End of Life) products through multiple scrap process and review teams while at SanDisk.

Additional Responsibilities as a PLM and change agent was the Branding Refresh of all packaged products globally for SanDisk .This was a jointly run task force headed by Marketing, Production operations, Service operations so to refresh all of the product for reduction of clamshell plastics, hard backed paper products for Asia, including multiple type security sensor products reducing production costs in the end and creating a greener product that went on the peg.

Responsibilities as the PLM were to insure that the weekly and monthly scheduled release of all new product BOM’s accuracy was met with the release of a structured product to the agile system. This insured a structured product for the schedule release to production operations, Service operations signaling future demands in support of the CM on build out for that product release.

Responsibilities included working closely with the packaging engineers for those new product releases that had new clamshell design issues impacting availability. Included in this process was identifying the required security sensor device that went into the package to prevent retail theft while products were on the peg.

Responsibilities also included constant interface with the art work department.at SanDisk to insure the new marketing look of the next product release was being met to schedule and availability was identified by the printer CM, meeting the roll out schedule for each new product that was the schedule.

Responsibilities included a weekly production review with SD manufacturing representatives in China to review product structure issues and availability for on time delivery of the new chip sets for build out of the final product release. This process was challenging do to various time constraints with shipments of product to the CM to meet schedule deadlines.

Responsibilities as the PLM also include the monthly review of all RMA returns and in warranty defective product return cycles in support of the Sunset review process or EOL process. The monthly review of defective products was to insure the proper destruction and evaluation of goods defined for quarterly disposal signed off by finance and management.

Responsibilities also included the branding refresh process which was a complete update for a new look and feel for the final assembly SKU’s of each product. This process involved new art work inserts for each product, an updated security device along with a reduction in packaging materials for overall cost saving in plastics being used in the aging product lines. This year long project gave a new look and feel to the products and a reduction our carbon foot print while providing a greener product for the customer.

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Chad Allread Newark CA 94560

https://www.linkedin.com/in/chad-allread 408-***-**** (Mobile) ***********@*****.***

Professional Profile

Small Business Owner

Euro Tech Specialty Auto Repair October 2001 to June 2005

After exiting the high tech world I moved on and purchased an automotive repair shop following my passion and hobby to the automotive arena to repair and rebuild cars. The shop specialized in high end cars such as, Ferraris and Mercedes, Jaguar along with a repair and restoration process. The ongoing customer base was well over 2000 ongoing customers. I managed all aspects of the business including payroll, vendor management and all government required documentation.

The business was purchased from a close family friend with whom I had worked with over the years learning some of the trade craft developing the opportunity to acquire the business and continue the trade with my name to it. I worked the business for four fun years until Calif state regulations greatly reduced our ability’s to service our demographic.

After taking possession of the operation I moved forward with making a few upgrades upon acquisition. The first change increased the number of hours we offered service to our customers. By opening Saturdays and providing a pickup and delivery service which motivated customers to bring in their vehicles for more routine maintenance giving them back their weekend and reducing wait times for their cars.

From this simple added service it improved customer satisfaction with their auto needs, by addressing routine maintenance issues they might not have been aware of or required. This also lead to upselling services to our customers which brought shop costs down through better scheduling of mechanics priority’s and improving the purchasing process of basic products such as oil filters, air cleaners etc based on new volume.

This change gained new customer appreciation and I was able to increase my customer’s base 20% over time giving the customer an option from scheduling the vehicle away from the dealer for routine maintenance during the week increasing the shops bottom line. Giving our customer base and the shop mechanics improved scheduling and additional flexibility.

With this change in work load and scheduling of customers it provided an opportunity to hire a new mechanic/master detailer to the team. This new hire provided an improved customer focus offering faster turnaround for routine maintenance including detailing service. From this I was able to give my senior mechanics the opportunity for additional education to keep up with industry changes.

During my time as a business owner and moving into my 4th year of ownership, it became clear that costs from the state would continue to rise for workers compensation and environmental issues greatly adding costs to which would lower margins. So, after an extensive sale period and draw down of staff I sold off parts of the business closing it down and then moved back into tech.

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Chad Allread Newark CA 94560

https://www.linkedin.com/in/chad-allread 408-***-**** (Mobile) ***********@*****.***

Professional Profile

Cisco Systems Inc., San Jose, CA

Sr. Planner NPI / Program Manager NPI October 1993 to June 2000

Responsibilities as the NPI senior planner at Cisco. I worked with the master scheduling organization and the demand planners supplying them with a 6 month rolling forecast for new product purchases with one month firm in the inventory management systems. I was quickly promoted to a Program Manager role and remained active as a NPI senior planner with background in service and support of spares contracts. I also worked closely with the CM’s and vendor management along with the technical engineering group on reviewing failures rates for through the RMA returns process.

As a senior planner representing Global Service Ops, I was also a liaison attending multiple other organizations starting with the MFG demand planning team and product management, providing weekly updates on current and upcoming NPI spare releases, along with updates on all acquired inventory’s through the acquisition process including those costs impacting GSO organizations budget. Included in this process was representing the GSO (Global Service Operations) as the NPI PM and team lead bringing high performance individuals from the other GSO departments for each acquisitioned company Cisco acquired once the announcement was made public.

Responsibilities as the NPI senior planner was to submit a continuous 6 month rolling forecast of new buy requirements to the master scheduling group in MFG. This method of forecasting gave the revenue group an outlook on new product requirements that could impact service operations. The process and continued relationship with demand planners kept budgets and revenues in check for new and ongoing contract support.

Responsibilities included leading a cross-functional team for Customer Advocacy for the integration of sustaining hardware via the acquisition process supporting contracted customers. This was done by recruiting and identifying high performance team lead individuals from each GSO department with a stake in the seamless integration of support to the end customer. The Team leaders ranged from the call center in N.C. to the supervisor of the warehouse department.

Responsibilities as the program manager for each acquisition integration included identifying hardware spares for support, follow on NPI spares to purchase & planning EOL products for last time purchase. I worked closely with the GSO finance team identifying inventory costs of spares and of EOL products that would be deemed obsolete hardware via the acquisition process minimizing risk and exposure on costs to the bottom line.

Responsibilities as the NPI planner were for the integration of all service spares under repair contracts and the roll up of what those costs were as a financial impact to planning budget. As the senior NPI planner I worked at identifying priority customers that would require immediate support of transitioning products for ongoing support. Communication with the TAC organization and the customer service call centers was ongoing.

Responsibilities as the NPI planner- acquisition program manager was relatively new it was required to develop a road map for internal operations along with the call center and engineering support defining ownership at key process points to insure seamless support to all customers internal and external. The outline of the process was developed by me as the chairperson driving the stake holders to provide their position or departments response’s for ISO 2000.

Chad Allread Newark CA 94560

https://www.linkedin.com/in/chad-allread 408-***-**** (Mobile) ***********@*****.***

Professional Profile

EDUCATION

AMA Project Management

APICS CPIM/CSCP

References available upon request

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