Customer Service Sales

CHARLES JEFFERYS

**** ***** **. ** #**** ■ Mt. Gilead, Ohio 43338 ■ 419-***-**** ■ *************@*****.***

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PURCHASING & MATERIALS MANAGEMENT PROFESSIONAL

Consistently increases profitability through cost reduction, problem resolution, and enhanced operations.

Effectively re-engineers working environments by overcoming obstacles and strategic alignment of materials and resources to produce optimum productivity levels. Manages supply chain performance via cost monitoring, scheduling and adherence to performance metrics. Areas of expertise include:

Logistics Supply Chain Management I Lean Six Sigma Greenbelt I Lean Manufacturing I APICS Certified (CPIM) I Cycle Counting Programs I Buyer/Planner I Operations Management

PROFESSIONAL ACCOMPLISHMENTS

Lowered inventory levels between 7-10% by setting up floor stock agreements with various steel suppliers which allowed immediate delivery of steel and aluminum sheets and plates.

Initiated & developed Hi – Stat Mfg’s first Asian supplier program. Maintained quality & availability while reducing cost by 10-15%.

Lean Manufacturing Best Practices Team Leader recognized for significant contributions in one year.

PROFESSIONAL EXPERIENCE

Voisard Manufacturing Inc., Shiloh, Ohio 2008 2011

A manufacturer provider of metal fabrication services and products to various industries.

CUSTOMER SERVICE/PRODUCTION SCHEDULER [2010 - 2011]

Oversee 6 customers and responsible for creating sale orders from their PO’s and entering work orders from sales orders. Handle all issues and problems that pertain to customers. Prepare and review open orders to ensure all current orders are on schedule for shipment.

Working with our largest customer I was able to identify a more efficient way of determining the actual sales in units of product using their monthly sales forecast. This saved approximately 6-7 hours a week plus resulting in a more accurate forecast to use for production.

Eliminated the posting of sales information to a spreadsheet when determining our computer software stored the same information, resulted in saving 6 hours a week.

PURCHASING/MATERIAL CONTROL MANAGER [ 2008 - 2009]

Responsible for the procuring of raw materials such as structural steel sheets and plates, ferrous and non ferrous metals, hardware, paint, outside services, components, New Product Introduction, MRO components, for all negotiations of suppliers contracts and developed new suppliers to insure they meet our requirements for quality, delivery & price. Prepare and monitor supplier quarterly scorecards, solicit RFQ’s, issue PO’s

Oversaw the cycle counting program and currently maintaining inventory accuracy of 97% plus after identifying & correcting the problem of how the usage was being logged & posted to the ERP system.

Monitored inventory levels to insure customer requirements were being fulfilled on time to maintain a 100% on time delivery by setting up floor stock at suppliers for high usage/long lead time items for immediate delivery which eliminated stock outages.

Identified obsolete/slow moving inventory & determined the best method of disposal, which would allow the recovery of some of the cost. Although the actual dollars saved are unable to calculate at this point, it did involve going through 4 years of stated inventory at two locations. Set up report to run every quarter.

White Electronic Designs (WED) Columbus, Ohio 2004 2008

A manufacturer of membrane switches and overlays in the appliance, medical and other industries.

SENIOR BUYER/MATERIAL CONTROL

Responsible for acquiring raw materials, printed circuit boards, electronic components, stampings, plastics for production and managing domestic and international suppliers performance by monitoring cost, schedule and performance metrics. Oversaw the operation of the shipping, receiving & stockroom, cycle counting program and supervising 5-employees. Prepared/monitored supplier quarterly scorecards. Responsible for all negotiations of supplier contracts.

Handled RFQ’s and purchases for all New Product Introduction (NPI) to ensure all price quotes were received from qualified suppliers within time frame of project. Worked on 6 to 8 projects at one time, the average time from concept to production is approximate 6 weeks.

Set up floor stock agreements with various suppliers, which allowed immediate delivery of high usage/long, lead-time raw materials resulting in WED reduction of inventory investment by 5 to 10%.

Identify obsolete/slow moving inventory; determine the best method of disposal that would allow recovery of some of the cost. Although the actual dollars saved are incalculable at this point, it did involve going through 2 years of stated inventory. Set up report to run quarterly.

Decreased inventory cost by $25k - $30k by setting up consigned inventory that allowed inventory dollars to be posted in and out during the same month it was consumed.

Set up and worked with qualified suppliers in China. securing a 10% cost reduction on components.

Hi-Stat Manufacturing, Lexington, Ohio 2002 2004

A manufacturer of switches, sensors and solenoid valves for the automotive industry as a tier 1 and tier 2 suppliers to the OEM customers.

ADVANCED PURCHASING/SUPPLIER DEVELOPMENT

Purchased screw machine, stamping parts, die cast and plastic components, springs, o-rings, electronic components, equipment, services for New Product Introduction (NPI). Utilized EDI and Kanban to maximize replenishment efficiency on weekly Just-In-Time shipments. Solicit RFQ’s and issue PO’s.

Wrote the procedures to standardize bids, resulting in improved negotiating leverage.

Developed and established a new process to consistently compare costs (tooling, packaging and materials) among suppliers, which resulted in being able to more accurately identify the best qualified supplier.

Selected and negotiated with a new supplier for containers and shipping materials, saving $74k per year.

Partnered w/suppliers to reduce component cost. Saved $40k per year substituting a more cost effective material.

Beat the standard time to develop suppliers for a new product design with a production window of 3 months, which allowed us to meet customer’s delivery date.

Expanded and administered the Minority Supplier Program.

Obtained 3% per year “cost-downs” on components.

Parker Hannifin, Nichols Airborne Division, Elyria, OH 1986 2002

A manufacturer of fuel pumps and brakes, wheels for business jets, helicopters and tanks.

MATERIAL TEAM LEADER [1998 – 2002]

Responsible for all functions and purchasing of supplies for a production department, receiving, shipping and the stockroom, supervised nineteen employees. Oversaw the cycle counting program and reconciliation of counts.

Installed 2-Hanel automated storage & retrieval systems enhancing floor space 35%, reducing picking time 25% per order & increasing picking accuracy to 94%.

Reduced packaging time 30% & eliminated 90% of product damage during shipment by purchasing foam machine, negotiated to obtain a $3k piece of equipment for free.

Selected and installed Neopost shipping system software, trained receiving and shipping hourly employees on how to use the system resulting in eliminating two data base files with a cost savings of $13k

Decreased labor costs by $30k by implementing a consigned inventory system of 300 plus fastener parts, managed by the supplier, which eliminated purchasing, receiving, inspection and stockroom involvement.

Redesigned layout of the receiving, stockroom and shipping departments to increase efficiency & the flow of the parts.

Implemented cycle counting programs. Increased inventory accuracy to 97% plus.

SENIOR BUYER/PLANNER [1996 – 1998]

Purchased stators, rotors, o-rings, fasteners, machined parts, stamping, castings and determined the appropriate quantity and delivery date based on the information on the Material Requirement Planning report. Solicit RFQ’s.

LEAN MANUFACTURING BEST PRACTICES TEAM LEADER [1995 – 1996]

Led three teams to solve problems, utilizing lean manufacturing methods.

o Reduced the stockroom square footage and reduced picking time, cost savings of $67k.

o Changed paint room layout to reduce total drying time and contamination, cost savings of $108k.

o Streamlined the administrative paper flow when ordering certain classes of parts, cost savings of $15k.

SENIOR ACCOUNTANT ANALYST [1993 – 1995]

TRANSPORTATION COORDINATOR/CYCLE COUNT SUPERVISOR [1990 – 1993]

BUYER/PLANNER [1988 – 1990]

SENIOR COST ACCOUNTANT [1986 – 1988]

______________________________________________ EDUCATION _______________________________________________

MBA, Business Administration, Ashland University, Ashland, Ohio

B.A., Business Management, Baldwin Wallace College, Berea, Ohio

______________________________________________ CERTIFICATION _______________________________________________

Six Sigma Greenbelt ■ APICS Certified (CPIM) ■ Best Practice

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