Global Supply Chain, Sourcing, Purchasing, Logistics and QA

Eric M. Kuhn

***** ***** ******

Spring Lake, Michigan 49456

616-***-**** **********@*****.***

SUMMARY

Global Supply Chain, Purchasing, Logistics, Sourcing and Quality Assurance professional possessing highly diverse International experience, as well as a strong knowledge of International and Domestic Logistics/Transportation, Extensive Project Management and Procurement experience. Tactical, resolute and intuitive strategist with proven negotiation abilities. Extensive experience working in conjunction with leaders of cross-functional disciplines including, Marketing, Product Development, Design, IT, Finance and Logistics/Distribution. Mature, disciplined, high-energy leader with a history of developing efficient operations and improving profits. Effective team builder, mentor and coach.

PROFESSIONAL EXPERIENCE

Design Toscano, Inc November 2015- November 2017

Vice President of Global Supply Chain

Accountable for managing and controlling product expenditures exceeding $5,000,000 annually

Managed Supply Chain support for Design Toscano operations in the US, Canada and Europe.

Managed best-in-class manufacturer base exceeding 40 foreign suppliers in 5 Asian Countries. Suppliers were selected based on price, quality, delivery and stability.

Extensive on-site supplier reviews to evaluate overall performance, including production capacity, cost control, efficiency, quality, reliability and on-time delivery. Overall, 77 months on the ground in Asia over 25 years.

Reviewed and redesigned Design Toscano’s foreign Logistics system, saving $130,000 annually. Eliminated the use of an NVOCC and negotiated multiple ocean carrier direct service contracts.

Reviewed and redesigned Design Toscano’s Quality Assurance process, saving $160,000 annually and reducing damaged/defective client returns by 20% in the first year (2016) and an additional 18% in 2017.

Managed all Purchasing and Production Scheduling activities, including the effective management of 6,000 active SKU.

Management of backorders to within corporate guidelines.

KGC Consulting, Grand Rapids Michigan August 2013 – November 2015

Vice President

Provided Global Manufacturing, Global Logistics, Sourcing and Quality Assurance consulting services to Pacific Rim based Manufacturers and Exporters.

Knape & Vogt Manufacturing Company, Grand Rapids Michigan March 2012-July 2013

Senior Supply Manager – Global Supply Chain

Accountable for managing and controlling product expenditures exceeding $25,000,000 annually

Managed Supply Chain support for Knape & Vogt operations in the US and Canada.

Identified, qualified and managed best-in-class manufacturer base of 30 foreign suppliers in China and Taiwan. Suppliers were selected based on price, quality, delivery and stability.

Extensive on-site supplier reviews to evaluate overall performance, including production capacity, cost control, efficiency, quality, reliability and on-time delivery. Spent 3 months on the ground per year in Asia for 25 years.

Reviewed and redesigned Knape & Vogt’s foreign Logistics system, saving $400,000 annually. Eliminated the use of an NVOCC and negotiated 5 ocean carrier direct service contracts.

Implemented a process to improve ocean container utilization by 6%, whereby reducing ocean freight costs $120,000 in one year. Savings will be compounding annually.

Developed processes to track ocean transit time, cube and weight statistics daily.

Worked within cross-functional teams of Marketing, Product Development, Engineering and Planning on new product development of 150+ SKU per year for the Distribution, OEM and Retail market channels.

The Bradford Exchange, Niles, IL June 1995 – March 2011

Vice President, Global Sourcing and Production – Global Supply Chain: 2007 - 2011

Accountable for managing and controlling product expenditures exceeding $55,000,000 annually.

Responsible for divisional P&L and annual department budget of $2,500,000.

Managed Supply Chain support for Bradford Marketing operations in the US, Canada and Europe.

Identified, qualified and managed best-in-class manufacturer base exceeding 100 foreign suppliers in 5 Asian Countries. Suppliers were selected based on price, quality, delivery and stability.

Extensive on-site supplier reviews to evaluate overall performance, including production capacity, cost control, efficiency, quality, reliability and on-time delivery. Collectively spent 5 years in Asia (60 trips).

Developed, managed and mentored a staff of 33 Sourcing, Purchasing, Production Scheduling and QC professionals in Chicago (20) and China (13).

Conceptualized, planned and established a multi-lingual Sourcing staff in Chicago, resulting in:

oReduced dependence on Trading Companies, by hiring Chinese speaking, US based staff to work with the factories directly.

oReduced Trading company dependence from 90% of transactions to 40% from 2003 – 2010.

oIncreased use of factory direct relationships. Increased from 10% to 60% of transactions.

oElimination of Trading Company commissions resulted in progressively increasing annual savings as Sourcing group was developed and expanded. Annual savings ranged between $350,000 in 2003 when Sourcing group was established to $2,200,000 in 2010.

oAdded capacity to quote every project (2000 annually) between multiple suppliers.

Developed a process whereby all new product concepts (2,000 annually) were bid between multiple suppliers, which resulted in:

oReduced quotation lead-time by 14%, from 14 days to 12

oReduced COG on average by $2,700,000 annually. Reduction of approximately 5%.

Established a cross-functional committee to review all new product concepts and supplier quotes. Group consisted of Marketing, Product Development and Sourcing. Resulted in:

oDesigning new products to specific price points and margin requirements.

oModifying existing designs to meet margin requirements.

oEnsuring each discipline was fully engaged and understood the collective launch & margin goals.

Conceptualized, planned and established a self funded Sourcing and QC office in China, resulting in:

oReduced production lead-time by 10%, from 100 days to 90 by on-site monitoring of production and early problem resolution.

oReduced defective product shipments by 66% over 4 years, from 6% to 2% by monitoring quality during the production process, as well as final QC inspections at each factory prior to shipment to the US, Canada and Europe.

oQuick response team for on-site product design and production problem resolution

Managed all Production Scheduling activities, resulting in:

oTimely delivery of 3,600,000 + individual client shipments annually.

oEfficient placement and management of 20,000 PO’s annually.

oEffective management of 12,000 active SKU.

oManagement of backorders to within corporate guidelines.

Partnered with Corporate Logistics to conduct and document complete international channel audit in support of corporate C-TPAT certification and validation initiatives.

Director, Global Sourcing and Production – Global Supply Chain: 1995 - 2007

Director position was technically held from 1995 – 2000, when the Vice President of Global Sourcing and Production retired. I performed both roles from 2000 – 2007, at which time my title was changed to V.P.

Accountable for managing annual product expenditures exceeding $55,000,000 (beginning in 2000)

Developed and managed annual department budget of $2,500,000 (beginning in 2000)

Managed Supply Chain support for Bradford Marketing operations in the US, Canada and Europe.

Identified, qualified and managed best-in-class manufacturer base exceeding 100 foreign suppliers in 5 Asian Countries. Suppliers were selected based on price, quality, delivery and stability.

Extensive on-site supplier reviews to evaluate overall performance, including production capacity, cost control, efficiency, quality, reliability and on-time delivery. Collectively spent 5 years in Asia (60 trips)

Developed, managed and mentored a staff of 20 Sourcing, Purchasing, Production Scheduling and QC professionals in Chicago (1995 – 2007). China office was established in 2007 with 13 additional staff.

Monitored and managed all Production Scheduling activities, resulting in:

oTimely delivery of 3,600,000 + individual client shipments annually.

oEfficient placement and management of 20,000 PO’s annually.

oEffective management of 12,000 active SKU.

oManagement of backorders to meet corporate guidelines.

Designed and implemented Bradford’s first Dist. Center based QC inspection process, resulting in:

oIdentification of defective product prior to shipment to clients.

oReduced client returns by 6% (21,000 units annually). Savings exceeded $400,000 annually (ocean freight, FOB, outbound freight and return freight)

oInstituted supplier charge backs for defective product. Approximately $280,000 annually.

oDeveloped QC reporting tools to score manufacturers and track their process improvement.

Florists’ Transworld Delivery Association FTD, Inc., Downers Grove, IL May 1988 – June 1995

Senior Manager of Logistics 1990 – 1995

Responsible for managing annual product expenditures exceeding $32,000,000.

Developed and managed annual department budget of $1,400,000

Developed, managed and mentored a staff of 15 Sourcing, Production Scheduling, Logistics and QC professionals.

Identified, qualified and managed manufacturer base exceeding 50 foreign suppliers in 7 Countries.

Responsible for negotiating all International and Domestic logistics contracts. $7,000,000 annual spend.

Responsible for researching, negotiating agreements with, selecting and managing 3 contract distribution facilities in the US and Canada. Total of 400,000 square feet.

Timely delivery of 500,000 seasonally sensitive retailer shipments annually.

Manager of Logistics 1988 – 1990

Responsible for overseeing all PO management, Production Scheduling, Logistics and QC functions.

Responsible for managing all International and Domestic Logistics activities.

Ensure the efficient operations of 3 contract distribution centers in the US and Canada. Total of 400,000 square feet.

Developed a least cost carrier selection system in conjunction with IT and logistics staff. System analyzed 500,000 retailer orders /shipments annually and took into consideration cost and service levels. Carrier selection was from a pre-assigned domestic carrier base and included truck load, LTL, small package and drop-ship to small package hubs. Resulted in:

oReduced outbound transportation costs by 8.5%. $340,000 annual savings

oImproved service levels by 4% by selecting the optimal carrier and drop ship options.

Timely delivery of 500,000 seasonally sensitive mass merchant and specialty retailer shipments.

Roadway Services, Inc. Sept 1984 – May 1988

Operations Special Assignment Group (RPS) - Flint, MI 1987-1988

Selected to take part in new facility start-ups for RPS (Roadway Package Systems)

Responsible for start-up operations of the Flint, MI facility

Accountable for all hiring and training of staff, as well as all facility operations.

Responsible for on-time handling of all shipments, while achieving budgeted cost guidelines

Operations Supervisor (RPS) - Chicago, IL 1985 – 1987

Identified and selected from Roadway Services Inc, to take part in the start-up operations of RPS (Roadway Package Systems), a new Roadway group venture to compete with UPS.

Responsible for inbound / outbound shipment operations at the Chicago, IL break-bulk hub

Managed and mentored workforce of 65 per shift.

Responsible for on-time handling of all shipments, while achieving budgeted cost guidelines

Operations Supervisor (Roadway Express) - Phoenix, AZ 1984 - 1985

Responsible for inbound / outbound shipment operations at the Phoenix, AZ break-bulk hub

Managed and mentored workforce of 50 per shift.

Responsible for on-time handling of all shipments, while achieving budgeted cost guidelines

SKILL SETS / EXPERIENCE

Mature, disciplined, resilient and composed leader.

Effective team builder, mentor and coach of efficient work groups and staff.

Extensive negotiation experience.

Tactical, resolute and intuitive strategist.

Extensive on the ground experience in Asia working with manufacturers (60 trips / 5 collective years).

Significant experience interfacing with other corporate disciplines (Marketing, Finance, IT, Product Development, Licensing, etc)

Respected member of intra-disciplinary task forces

Positive, “can do” personality.

Excellent numerical aptitude.

Strong written and verbal communication skills.

Excellent interpersonal communication skills.

Participative / Collaborative management style.

Strong analytical and problem solving abilities.

Proficient in contingency and recovery planning.

Ability to learn, retain and apply details and experiences quickly.

High energy and high workload capacity

Performs well under pressure and meets deadlines

History of successfully managing multiple priorities simultaneously

EDUCATION

BA, Business Administration, Western Michigan University, Kalamazoo, MI

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