Supply Chain Manager
Resume:
BARBARA A. SEIFERT
Walling, TN 38587
*******.***.*******@*****.***
Professional Summary
Results-driven Director of Purchasing with over 25 years of global experience spearheading high-impact procurement strategies across diverse supply chains. Adept at reducing costs by up to 30%, optimizing inventory turns, and elevating supplier performance through data-driven decision-making. Proven track record of managing multimillion-dollar budgets and leading cross-functional teams to exceed operational goals. Expertise includes ERP implementation (Epicor, QAD), strategic sourcing, and ensuring regulatory compliance. Recognized for driving measurable efficiency improvements and aligning procurement initiatives with enterprise-wide objectives. Skills
● Strategic Thinking
● Leadership & Team Management
● Negotiation Skills
● Problem Solving
● Adaptability
● Collaboration
● Decision-Making
● Communication Skills
● ERP Systems Expertise – QAD, Epicor
● Strategic Sourcing
● Supply Chain Management
● Contract Management
● Cost Reduction Techniques
● KPI & Data Analytics
● Compliance & Risk Management
● Inventory Optimization
2022 to
2025
Star Holdings Group: Smithville, TN
Star Holdings Group, a Middleby division, is a leading manufacturer of a wide range of commercial restaurant equipment. In business for over 100 years, Star started with hot dog and popcorn machine and has emerged with leading cooking equipment such as griddles, char-broilers, toasters, and roller grills. Director of Purchasing: Responsible to the President for over $40 million in spend by leading a team of 4 buyers and a Supplier Engineer to align with production demands.
• Restructured purchasing operations, shifting from a line-focused approach to supplier-based management. RESULT: Improved supplier efficiency and prioritization with order placement and shipping.
• Updated all lead times and safety stock levels. RESULT: Enhanced MRP-driven order accuracy and responsiveness.
• Led ERP implementation. Assessed, documented, and trained the purchasing department on processes, and worked with IT and developed new reports to better analyze KPI metrics. RESULT: Improved visibility into inventory levels, past due order, and incoming shipments
• Established Quarterly Supplier Report Cards to provide suppliers with current and updated results on previous quarter shipments. Including on time delivery, quality, pricing. RESULT: On time delivery increased every quarter, starting at 50% to 70% over the course of 2024, 2025 goal is 95%.
• Added purchasing procedures that optimized purchasing strategies to purchase less materials less often. RESULT: Reduced inventory from $34 million to $28 million.
• Spearheaded a cross functional team on import/export trade compliance initiative. RESULT: Created compliance manual, HTS codes corrected, and systems updated. Provided a broader understanding of tariff requirements. 2019 to
2022
CCL Design: Strongsville, OH
CCL Design is among the leading international companies in the field of development and manufacture of design products, innovative labels, and industrial products with a long service life. CCL Design is a segment of CCL Industries who is the largest label manufacturer in the world.
Purchasing Manager: Responsible to the Senior Supply Chain Manager for $125 million spend by leading team of 5 direct reports to meet needs of production scheduling and forecasts across 2 different plants.
• Established good, working supplier relationships. RESULT: Fostered trust and improved material availability for production.
• Refined MRP settings and educated staff on the importance of data integrity. RESULT: Improved reporting metrics and inventory management.
• Partnered with IT to develop supplier performance tracking reports. RESULT: Provided accurate data to team and suppliers to optimize procurement strategies and supplier report cards.
• Managed team through pandemic, work from home, and layoffs. RESULT: Initial loss of 2 employees (MRO Buyer and SQE). RESULT: Shuffled workload, took on SQE responsibilities for 5 months, maintained efficiency and effectiveness with current environment.
• Led ISO certification efforts, updating policies and procedures and provided training where necessary. RESULT: Maintained ISO certification.
Resume of BARBARA A. SEIFERT Page 2
2016 to
2019
Laird Technologies: Cleveland, Ohio
$1 billion global technology company focused on providing systems, components and solutions that protect electronics from electromagnetic interference and heat, and that enable connectivity in critical wireless applications and antenna systems. Master Scheduler/Purchasing: Responsible to Director of Operations for reviewing MRP, material demands and placing orders with suppliers for direct materials as well as ordering indirect materials for plant operations. Responsible for $12 million in spend while working in a team environment developing weekly production schedules based on customer demand, capacity, and availability of raw materials.
• Approve all customer orders, new and change requests, and provide the best possible ship dates. Communicate with warehouse and production supervisors to coordinate the weekly production schedule. Confirm the availability of raw materials and customer required due dates. Communicate any requested expedites from customers. Result: Increase in OTP (On Time to Promise) from 70% to 88% in 4 months and maintaining +90% OTP.
• Participated in training to be a certified company internal ISO Auditor. Result: Maintained ISO standing and ensured employees properly followed documented procedures. Identified any differences and determined if the difference was employee error or if documentation needed to be revised.
• Implemented an overall review of all the key parameter settings including manufactured and purchasing lead time, safety stock levels, and correct buyer/planner codes. Result: Met company KPI’s for inventory turns, from 5 to 7 per year. Increase in OTR and OTP by 20%. The further objective was to lower inventory by $3-4 million and was successfully completed at the end of 2017.
• Initiated and managed the engineering inventory for raw materials for new product trials. Result: Eliminated the risk of stock out of raw material and compromising production inventory.
• Appointed Site Continuous Cost Improvement Leader (new position) and led lower cost initiatives for indirect/MRO materials. Result: Lowered spend 5% in the first month, 10% in 3 months, on track to meet goal of 20% by the end of year.
• Provided inventory and requirement analysis needed for product transitions. Result: Eliminated unnecessary raw material inventory and allowed for smooth transitions. Manitowoc Food Service, Cleveland, Ohio
A $4 billion manufacturer of commercial food service equipment. 2016 to
2019
Purchasing Manager: Responsible to Materials Manager for $75 million spend by leading team of 7 direct reports to meet the needs of inventory, production schedules and forecast.
• Implemented goals and objectives for each direct report to achieve and exceed internal and external customer requirements while obtaining company objectives for On-Time Delivery (OTD) and inventory metrics. Result: Increased OTD from 75% to 85% in 6 months, with goal of 95% achieved by end of 3rd quarter, improved inventory turns from 2.3 to 4.5 in 6 months, and reduced cost of inventory by $10,000,000 at year end.
• Managed VMI (Vendor Managed Inventory) program. Result: Achieved lower inventory cost, higher inventory turnover, and minimal excess and obsolescent material.
• Performed root cause investigation into inventory discrepancy issues and provided solutions to prevent recurrence. Result: Improved $26,000,000 inventory accuracy, reduced stock outs, and established improved operating procedures.
• Facilitated transition planning of NPI (New Product Introductions) projects and PCO (Product Change Operation) activities with engineering and commodity managers. Result: Delivered increased speed of 25% to the market with new product introductions.
• Participated in strategic sourcing teams, issued quarterly supplier performance report cards, resolved accounts payable issues, and coordinated QA and suppliers on any quality issues. Result: Provided improved communications between supplier and tactical purchasing team
and strengthened supplier relations and understanding. Prior to promotion to Purchasing Manager, I was a production planner and buyer/planner. In these roles I managed production scheduling for electric and plumbing assemblies, ensuring alignment with finished goods requirements. Implemented Lean manufacturing techniques, boosting inventory turns from 10 to 28 per year within two months. Oversaw purchasing for production lines, optimizing procurement strategies, and reducing inventory from $26M to $16M in six months.
Education: BBA Degree - Operations Management, University of Toledo, Toledo, Ohio Certifications: CPM, CPSM
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