Supply Chain Manager

ALAN HUBATKA CSCP, CSSGB

**** ********** **** *******, ** 27614 H: 919-***-**** C: 910-***-**** ****.*******@*****.***

GLOBAL SUPPLY CHAIN MANAGER

Senior business leader with extensive experience directing global supply chain/sourcing functions, material procurement, contract manufacturing activities, continuous improvement initiatives, and manufacturing operations for different industries generating millions of dollars in profitable growth. Expert in setting supply chain strategic direction, establishing long-term supplier partnerships, executing supplier contracts, maximizing on-time delivery, and minimizing defects. Highly efficient implementing cost-effective, lean processes to streamline and enhance supply chains, inventory, warehouse, logistics and manufacturing functions. Strong track record overseeing global contract manufacturing initiatives with proven ability to break down complex issues, build consensus, implement meaningful solutions, and monitor results. Extensive experience creating supplier partnerships in countries such as China, Hong Kong, Taiwan, Thailand, Korea, Czech Republic, Ireland, Italy, Canada, Mexico and the United States. In depth experience in continuous improvement methods such as Lean, Just-In-Time, Six Sigma, Total Quality management, value stream mapping, 5S, Kaizen, pull systems, visual management, eliminating waste, standard work, and DMAIC. Certifications include: APICS Certified Supply Chain Professional (CSCP), Lean Methodologies and Six Sigma. Lean Six Sigma Black Belt certification in progress.

CORE LEADERSHIP COMPETENCIES

• Global Supply Chain Management

• Cross-Functional Team Leadership

• Procurement

• Continuous Process Improvement

• P&L / ROI Accountability

• Cost Reduction Initiatives

• Managing Strategic Alliances

• Strategic, Tactical, & Outsourcing Initiatives

• Quality / Supplier Performance

PROFESSIONAL EXPERIENCE

CREE INC – Durham, NC 2011–Present

Global Light Emitting Diode (LED) manufacturing company with over 4,000 employees and $1billion in annual revenues.

Manager, Supply Chain

Developed and implemented a scalable global supply chain to achieve best-in-class quality and material availability at the lowest cost. Manger of NPI, MRO & sustaining Buyers, multiple warehouse managers, and global supplier quality engineers. Established processes to support supplier selection, supplier audits, inventory replenishment systems using pull systems, and inventory accuracy.

SUN MICROSYSTEMS, INC. – Santa Clara, CA 2000–2010

Global computer manufacturing company with over 40,000 employees and $13+ billion in annual revenues.

Operations / Materials Manager / Supply Chain Manager (2003–2010)

Promoted to lead day-to-day manufacturing operations, materials management and supply chain management supporting production with oversight for P&L performance. Managed multifunctional team members including manufacturing, production planning, materials planning, procurement, material/quality management, warehousing, logistics and strategic supply chain management throughout all phases of the product life cycle to maximize customer satisfaction and profitability. Collaborated with Design Engineers, Marketing, Service, and Compliance to coordinate new product introductions (NPI) and Engineering Change Orders (ECOs). Managed suppliers and operations in countries such as China, Hong Kong, Taiwan, Thailand, Korea, Czech Republic, Ireland, Italy, Canada, Mexico and the United States. Led continuous improvement projects leveraging Lean, Just-In-Time, Six Sigma, and S&OP processes.

• Increased on-time delivery to 98% by reviewing customer ordering history and creating supplier partnerships to develop and implement demand pull kanbans throughout manufacturing and the supply chain.

• 21% cut in product costs on average by developing successful partnerships with suppliers and leading continuous improvement teams utilizing Lean, Just-In-Time and Six Sigma methodologies in multiple facilities.

• $3.2 million in cost savings generated by leading materials sub-team to identify and resolve incorrect information regarding excess and obsolete claims reported by suppliers.

Supplier Program Manager (2000–2003)

Led supplier programs accountable for driving supplier initiatives, developing and coordinating Request For Quote (RFQ) packages, supplier selection, strategic supplier partnerships, procurement, strategy development and contract negotiations in support of customer Critical-to-Quality (CTQ) metrics. Drove contract negotiations, managed supplier total cost and maximized on-time delivery performance. Established, tracked and managed supplier performance/metrics against business targets for costs, quality, and on-time delivery. Planned and coordinated quarterly management reviews (QMRs). Tracked and analyze total spend volumes.

HARMONIC, INC. – Sunnyvale, CA 1999–2000

Broadband equipment manufacturing company with 800+ employees and more than $1 billion in annual revenues.

Program Manager, Outsourcing / Supplier Quality Engineer

Promoted to manage strategic outsourcing strategy for firm’s highest volume products to contract manufacturer. Leveraged key relationships with suppliers and contract manufacturers to facilitate outsourcing requirements. Developed and analyzed RFQ against CTQ metrics. Monitored all technical quality issues regarding incoming raw materials. Led cross-functional/cross-company teams to ensure quality requirements for raw materials were met. Coordinated ECOs with suppliers.

• $2.1 million in annual cost savings captured by establishing skip-lot incoming inspection process after investigating and rectifying quality defects regarding raw materials with suppliers.

• Lowered product costs 24%, increased on-time customer delivery 27% and increased product yields 11% by implementing Lean, Kaizen and 5S projects.

• 26% increase in incoming product quality yield generated by analyzing incoming inspection data of raw materials for trends to identify and seize opportunities for improvement.

AVEX ELECTRONICS – San Jose, CA 1997–1999

Electronics manufacturing service company with 10,000+ employees and $3 billion in annual revenues.

Program Manager, Operations

Managed all aspects of manufacturing process supporting delivery of products and services.

• Directed team of two program managers and 110 member staff to support facility’s largest client worth $80 million.

• Led teams in streamlining and improving manufacturing processes, resulting in 11% profit increase.

TEXAS INSTRUMENTS, INC. – Dallas, TX 1996–1997

Semiconductor manufacturing company with more than 25,000 employees and $10 billion in annual sales.

Warehouse Manager (1996–1997)

Managed and trained 15 employees accountable for movement, accuracy, and quality of inventory worth $120 million. Designed and implemented all warehouse procedures including cycle counting, warehouse stocking, FIFO, receiving and issuing material, handling non-conforming material, and quality inspection. Boosted inventory turnover from two to eight by rolling-out kanban pull systems in manufacturing and from key suppliers.

• $1.2 million decrease in operating costs accomplished by organizing and coordinating teams to continuously improve processes across warehouse and material-handling functions.

• $875,000 reduction in finished goods inventory costs secured by spearheading efforts to establish and maintain kanban pull systems in FGI.

• 12% increase in inventory accuracy obtained by rolling out cycle counting process using A, B, and C codes for materials.

• Lowered inventory 27% by introducing kanban pull systems to replenish/maintain warehouse inventories for manufacturing.

ALCATEL NETWORK SYSTEMS – Raleigh, NC

Telecommunication equipment manufacturer with more than 55,000 employees and $12 billion in annual sales. 1992–1996

Lean Manufacturing Implementation Leader (1992–1996)

Led the implementation of Lean methodologies for a 1,500 employee manufacturing facility. Organized employees into continuous improvement teams, taught continuous improvement skills to team members, helped team establish metrics tied to corporate key performance indicators, led set up time reduction activities, led 5S and kiazen events, developed partnerships with key suppliers, established point-of-use kanban pull systems for raw material and finished goods material.

• $17 million annual decrease in operating costs accomplished by implementing Lean methodologies.

• Reduced manufacturing cycle time from 33 days to less than 1 day.

• 93% reduction in set up time achieved utilizing single-minute exchange of dies (SMED) methodologies.

• Increased inventory accuracy to 99% implementing kanbans and strengthening cycle count procedures.

• Increased inventory turns from 2 to 10 for category “A” items.

EDUCATION / CERTIFICATIONS / PROFESSIONAL AFFILIATIONS

• B.S. in Industrial Engineering, North Carolina State University, Raleigh, NC

• Certifications: Certified Supply Chain Professional (CSCP), APICS / Six Sigma, Green Belt, Sun Microsystems, Inc / Lean Manufacturing, Alcatel Network Systems / Lean Six Sigma Black Belt certification in process, Villanova University.

• Board Member: APICS, Director of Company Coordinators.

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