Manager Supply Chain

Dottie Carter

**** ******** ****, ************, ** 46234

317-***-**** (H) 317-***-**** (M)

**********@*****.***

Profile

A high performance professional manager, known for fixing troubled departments and creating reliable and sustainable teams in multiple functional areas through Lean methodology. Builds a culture of positive accountability by establishing compliance standards, communicating them clearly and consistently, and championing those who support them.

Experience

Pratt Corporation, Indianapolis, IN

Pratt is a privately held retail store graphics firm with manufacturing, design and installation operations throughout North America. Serves major retailers including Walmart, Lowe's, Food Lion & Walgreen’s.

Supply Chain Director, 2009 – 2010

• Created and led first integrated supply chain unit with 35 staff members including receiving, recycling, warehouse, pick & pack, inventory control, shipping and sourcing. Total annual budget $8 million.

• Developed first 3-year strategic plan for supply chain.

• Realized $711,000 in recurring saving in purchase price variance controls though supplier negotiations and consolidation.

• Added Strategic Sourcing Manager to integrate from Purchasing to Sourcing.

• Renegotiated carrier rates and realized additional $120,000 in savings.

• Saved $110,000 annual by eliminating the need for annual physical inventories.

• Reduced the footprint of the warehouse space to create room for new business.

• Consolidated communication and management direction across former departmental silos.

• Increased warehouse location accuracy from 86% to 96%.

• Reduced discarded waste from 24 tons annually to 7 tons through recycling and reuse.

Warehouse Manager, 2006 – 2009

• Responsible for 187,000 sq ft of warehouse space with 360,000 SKUs and up to 30 staff, including receiving and shipping departments.

• Reduced required warehouse space by 50% and reduced number of employees by 12.

• Improved location inventory accuracy from 65% to 86%.

• Reduced carrier annual expense by $258,000 through negotiation.

• Increased warehouse 5S scores (a lean tool for cleanliness & organization) from 0 to 3.2 of 5.

• Established a warehouse-based recycling program, increased the material types eligible for recycling from 7 to 20.

• Reduced slow and obsolete inventory by 4.3% of total inventory value.

Lean Manufacturing Coordinator, 2005 – 2006

• Created and presented “Introduction to Lean” training to all staff members.

• Conducted more than 50 kaizen events to improve operations, solve problems and reduce waste. Savings included:

_ Reduced press changeover time by 65%. This directly increased the total plant capacity.

_ Reduced the pack line footprint by 43%. This reduced cost of packing and allowed more packing to occur simultaneously.

_ Reduced carton inventory by 75%, freeing up cash flow.

_ Reduced processing time in key office operations by 30%, reducing overhead and streamlining order-handling tasks.

Inventory Control Supervisor, 2005

• Responsible for establishing and enforcing inventory control procedures for 360,000+ SKU’s; including raw materials and finished goods. Charged with resolving lingering inventory accuracy problems. Expanded and supervised staff of 3.

• Established the company's first comprehensive inventory accuracy measures.

• Converted inventory transaction from batch to real-time.

• Established written SOPs for all inventory transactions.

• Established a standardized cycle counting procedure.

• Collaborated with leadership of production and job planning departments to establish and maintain a culture of transaction discipline.

Finished Goods Supervisor, 2003 --2005

• Charged with fixing an ineffective order entry process by developing an order entry team. Six-person team was responsible for processing an average of 600 customer orders per day with proof of shipping and proof of delivery to 60% of the customers.

• Established written procedures, production expectations, and training.

• Reduced delays in order entry from a several days to a few minutes.

• Improved cash flow by 30% by reducing or eliminating delays in invoicing caused by order entry error.

• Decreased unbilled freight by 25% by reducing the need to expedite orders.

Personnel Management Inc., Indianapolis, IN

PMI was a publicly traded temporary staffing company specializing in light industrial clients with offices in 7 states. It was taken private and later acquired by Diversco Services.

Director of Procurement and Facilities Management, 2001 – 2003

• Responsible for 45 office locations.

• Managed facility leases, sub-leasing, signage, voice and data communication and equipment, contract negotiations, cellular and pager equipment.

• Coordinated location openings, closings, moves, and acquisitions.

• Provided procurement and expense control for the corporation, including office supplies, office equipment, and form printing.

• Served as ISO auditor and corporate office manager. Managed staff unemployment verifications, company records and asset inventory.

• Responsible for vendor supplier contracts and negotiated national accounts for PMI and a sister company in South Carolina.

Information Services Manager, 1996 – 2001

• Responsible for voice and data communications for to up to 65 office locations and 350 users.

• Managed a help desk staff of six supporting both hardware and software issues. Infrastructure included AS/400 mainframe, staffing software, wide area network support, remote hardware installations, and voice communications.

• Converted WAN from 56k lines to Frame Relay, reducing cost and increasing bandwidth.

• Implemented a Citrix thin-client solution from the AS/400 platform.

• Oversaw the transfer of the Information Services department to new parent company when PMI was acquired.

Other positions held at PMI

• Hardware Installation and Software Training, 1994 – 1996

• Administrative Assistant to GM and VP, 1989 – 1994

Farmers National Bank

Teller and Proof Operator, 1982 – 1986

Reference available on request

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