DANIEL J. WAX

281-***-**** cell

ad2qid@r.postjobfree.com

Vice President and General Manager

A proven customer-focused Vice President and General Manager, bringing an extensive background in the electronics, and fabricated products industries, with in-depth knowledge of General Management highlighting complex and Lean supply chain inventory management experience as well as providing a well-rounded understanding of business.

Qualifications

Change Management -

System Development Lifecycle (SDLC)

Management -

New Business Integration.

Improved Profit Margins. Reduction of operating costs.

Inventory Control -

Raw Material, Consignment, Finished Goods

Management/Leadership -

Managed up to 20 direct reports.

Process Improvement -

Developed MRB process Virtual Parts Kanban System, Purchasing, and Operations processes

Procurement -

Raw Materials, Finished Goods, Capital Purchases,

Tactical Planning -

Develop and implement a supply chain plan and staffing level plans.

Vendor Management -

Develop and Implement Vendor metrics for improved quality and cost.

ERP Implementation -

Global Shop 2014.2

ACCOMPLISHMENTS

Improved profit margin by 4 points during an economic downturn.

Increased annual revenues by 25% by establishing pricing guidelines for Customer Service.

Generated $3.7 sales revenue in 7 months by developing a virtual parts Kanban system.

Incorporated level scheduling, forecasting and Pull process to international subsidiaries

Reduced materials inventory by $3M in three months implementing Just-in-Time strategies.

Reduced overall freight costs by 32% utilizing an inventory matrix and maintained all service levels and customer satisfaction.

Developed partnership with vendor that resulted in eliminating wasted processing time and improved overall shipping process by 85%.

PROFESSIONAL EXPERIENCE

OFI TESTING EQUIPMENT, INC Houston, TX www.ofite.com 2008 – September 2023

Private manufacturer of laboratory testing equipment for the oil and gas industry.

Interim President and CEO August 2023

Responsible for providing strategic, financial, and operational leadership for the company, working closely with the Board of Directors and senior leadership team.

Senior Vice President & General Manager December 2022 – September 2023

Responsible for operational management teams, QHSE Team, IT, and Supply Chain.

Improved profit margin by 4 points.

Reduced overall operating costs despite rising material costs.

Initiated APQP program to improve customer satisfaction.

Director of Supply Chain & Logistics

Responsible for purchasing, warehouse and light assembly operations. Direct reports include Planners, Shipping Supervisor Receiving Supervisor, and Warehouse Supervisor supporting Manufacturing and Engineering.

Reduced inventory by 25% in 5 months.

Project Manager for new ERP solution for company with on time implementation.

Developed vendor relations with top 10 vendors resulting in decreased lead times and reduced in-house inventories.

Streamlined repair service turn-around time for improved customer satisfaction.

Designed and implemented new MRB process.

Sourced and installed first EffiMat® in the U.S. for parts storage and selection.

Project Manager for facilities consolidation.

Facilities Management for 75,000 Sq. foot manufacturing, engineering and office buildings.

Reduced shipping errors and improved packaging resulting in a reduction of claims.

Designed layout of warehouse operations to best utilize space and efficiency.

DIEBOLD, INC. Houston, TX (NYSE:DBD) www.diebold.com 2005- 2008

$2.9 billion provider of integrated self-service delivery systems, security, and services.

Regional Resource Manager

Responsible for logistics and manpower workload functions to support 240 service technicians in a 5-state area with annual revenue of $33 million. Direct reports included Logistics Managers, Resource Managers, and Call Management Coordinators. Also, responsible for a call center to dispatch technicians to meet or exceed the contracted service level agreements.

Increased the overall efficiency of cycle counts by 50% by switching to electronic methods thus reducing costs and time to ship reports, reducing total cycle time.

Successfully implemented Lean metrics for all functions in the regional operations group.

Reorganized logistics management responsibilities and personnel in the Southern Region increasing efficiency and improving customer service, utilizing 5S methodology.

SUPPLY CHAIN SOLUTIONS Magnolia, TX www.materialsmgt.com 2003-2005

Principle Consultant for Logistics, Material Management, and Supply Chain solutions; bar code reader/RFID solutions, and warehouse management and organization solutions.

SYMBOL TECHNOLOGIES, Houston, TX (NYSE:SBL) www.symbol.com 1993-2003

$1.3 billion manufacturer of wireless LANs and bar coding devices. (Acquired Telxon in 2000).

Director of Logistics Services, Customer Service (2000-2003)

Responsible for all supply chain functions that supported $12 million annual revenue of parts sales and an inside sales staff of 10 people in Texas, New York, and Illinois, in addition to supporting global service operations. Customer Program Director for a national retailer with over 2000 stores producing $10 million in annual revenue generated from sales of parts and repair service. Maintained an ‘end-of-life” program and set pricing policies for parts sales. Direct reports included Procurement Manager, Spare Parts Supervisor, Planning Manager, Distribution Manager, Customer Service Manager (3), Project Manager IT, and Data Analyst. Consolidated inventories from Telxon acquisition into Symbol’s inventory.

Maintained ‘end-of-service-life” program incorporating ISO standards.

Saved $6M in annual inventory costs by implementing a virtual warehouse through EDI, and sourced vendors to drop ship to end –users

Director of Logistics, Customer Service, Telxon (2000)

Responsible for all supply chain functions for a $20M spare parts inventory to support domestic and international subsidiaries and distributors for this $400 million manufacturer of wireless LANs and bar coding devices. Direct reports included Procurement Manager, Planning Manager, Distribution Manager, Customer Service Manager, IT project Team, and Customer Service Coordinators.

Decreased inventory diversity by 50% and updated product line by setting end-of-life dates to discontinued products and assisting customers in migration to new technology.

Increased resellers retention rate 30% by directing alignment of discounts according to predetermined volumes.

Reduced procurement lead times by 50% by outsourcing contract manufacturing, reducing costs by 20%.

Led ISO 9002 certification of electronic documents, which was awarded in the very short time frame of 5 months.

Director of Customer Programs (1993-2000)

Managed operation of a premium service program that accounted for 45% of the $60M division revenue, with a staff of 25 located in Texas, Idaho, Kentucky, and Ohio. Direct reports included Operations Manager, Help Desk Manager, and Customer Service Managers.

Increased contract renewal rate 20% by establishing quality customer collaboration processes designed to meet specific demands and needs.

Directed successful design and implementation of three customer specific repair operations for large nationally known companies.

Increased “on time” shipment rates to 99% from 86%.

Managed seamless relocation project for newly contracted outsourced segment of a nationally known marketing research company from New York to Houston, TX.

Directed development and implementation of company policy on contractual entitlements and deliverables.

JOHNS MANVILLE Distribution Manager (1973-1993)

EDUCATION & PROFESSIONAL AFFILIATIONS

BS, Business Services, University of Toledo

AS, Marketing Management, Owens Community College

Member APICS

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