Supply Chain Management
Resume:
David S. Seidman
**** ******* ****, ***. ****, Athens, Georgia 30606
**************@*****.***
www.linkedin.com/in/seidmandavid
OBJECTIVE
Management position utilizing my skills in Logistics Management, Supply Chain Management, Process Improvement and Cost Controls in order to:
implement best practices to ensure effective storage and on time movement of goods/products into market;
forecast, plan and source inventory and leverage ERP systems to optimize manufacturing capabilities to meet customer demands;
streamline critical processes and eliminate non-value activities to improve profitability and performance.
CORE COMPETENCIES
• Logistics Management/P&L
• Distribution/Transportation Mgmt.
• Lead/Mentor/Motivate/Train
• Project Management
• Financial/Accounting Management
• Multi-Site Management
• Supply Chain Management
• Sourcing/Purchasing Management
• Inventory/Materials Management
• Feasibility Studies/Forecasting
• Profit Improvement
• Planning & Scheduling Management
• Process Improvement/Cost Controls
• Lean/Six Sigma/ISO 9000
• Computer-Based Business Solutions
• Business Analysis/Integrations
• RFP/RFQ/Negotiations
• Productivity/Perf. Improvements
PROFESSIONAL EXPERIENCE
Supply Chain Manager
Alberto Culver, AR 2008 - 2009
Director of East Coast Logistics
Director of Materials Management
Canandaigua Wine, NY 2002 - 2006
Director of Planning, Inventory Control & Warehousing
Manager of Planning
Assistant Manager of Planning
Master Scheduler
Cost Supervisor
Senior Financial Analyst
Zotos International, NY 1995 - 2002
Accounting Manager
Shepard Niles, NY 1992 - 1995
Manager of General Accounting
Foundry Accountant
Supervisor of Cost Accounting and Estimating
Financial Analyst
Goulds Pumps, NY 1986 - 1992
EDUCATION and PROFESSIONAL DEVELOPMENT
Master of Business Administration, Finance
Rochester Institute of Technology, Rochester, NY
Bachelor of Science, Laboratory Animal Science
SUNY Downstate Medical Center, Brooklyn, NY
Bachelor of Arts, Anthropology & Biology
SUNY Binghamton, Binghamton, NY
Certifications
Six Sigma Green Belt
CIRM, Certification in Integrated Resource Management
CPIM, Certification in Production & Inventory Management
from the American Production and Inventory Control Society (APICS)
Professional Development
Lean Manufacturing ● Total Quality Management ● Presentation and Public Speaking ● ISO 9000
Implementation Teams: PRMS, MAPICS and JDE ERP Systems (Accounting, General Ledger, Materials Management, Supply Chain, Inventory Control/Management, Planning, Purchasing) ; ISO 9000
Membership: APICS
ACHIEVEMENTS
Logistics Management
Oversaw planning, purchasing, materials management, warehousing and logistics departments for 2 production facilities, 2 warehouses and 3 distribution centers for $3.5 billion company. Directed day-to-day operations to produce/ship 10 million cases ($300 million) annually; managed $3 million budget; leveraged ERP system to provide ad hoc reporting to facilitate decision making; managed 70; overcame issues with management at distribution centers operating independently; promoted unified vision and fostered cohesiveness; initiated sharing of resources; managed private fleet; monitored performance of external carriers; renegotiated lease at distribution center; uncovered/ resolved issues. Results: Developed team committed to organizational goals; data reporting time reduced 80%; negotiated 3-year lease at no additional cost with upgrades at owner’s expense; shared resources avoided need for incremental overtime.
Reduced handling inventory and excessive cross docking activity between finished goods at 3 distribution centers. Perceived need to streamline operations; analyzed sales history; determined stock location by customer order history; moved product to best location; trained staff on new system. Results: Cross docking activity decreased 90% and duplicate handling of materials eliminated with 12% decrease in personnel; enabled facilities to stage and ship increased volumes from daily 40.000 to up 100,000 cases/day at quarter end with less overtime and less confusion.
Led cross functional team to automate collection of inventory transactions with bar code technology tying into ERP system. Perceived idea to eliminate manual recording of tickets by material handlers and keying into system by inventory/warehouse personnel due to high error rate causing low cycle count accuracy; which was running in the low eighties. Based on detailed analysis conducted by a cross functional team, met with software/hardware vendors to ascertain costs; presented proposal; received approval. Results: Cycle count accuracy improved from eighties to nineties; saved $.1+ million annually.
Established/Led team to resolve warehouse congestion and inefficiency. Analyzed/Found insufficient floor space and storage problems to accommodate finished goods; determined amount of warehouse space dedicated to bulk floor-stored branded product vs. rack-stored private label product not in line with production; recommended elimination of 20% of racking. Results: Allowed all branded goods to be bulked stored even during busy periods when requirement increased 15%; reduced overtime 25% with faster put-away and picking times; flow of warehouse improved, improving morale.
Supply Chain Management
Spearheaded creation of aggregate production plan on rolling twelve month basis. Identified product planning buckets e.g. production levels, equipment, staffing, storage; made assumptions regarding inventory levels based upon days of supply logic; mapped data elements from ERP system to master schedule; published "big picture" production plan; calculated variances; tested production execution against sales plan. Results: Facilitated critical decision making i.e. need for level loading, future capital and human resource requirements; improved equipment utilization 25% with 10% reduction in down time; improved ability to react to changes in demand patterns; reduce overtime 10% and non-productive time 80%.
Directed seamless integration of acquired company’s supply chain activities with no disruptions in on-time performance. Ensured warehouse and distribution space availability at acquirer; oversaw transition to Mapics ERP system and population of bills of material, planning, inventory and capacity files; built up safety stock to move to distribution center; directed disposition of excess/ obsolete inventory. Results: Achieved transparent integration; on-time performance at 97% level; kept inventory levels at planned targets. without building excess inventory
Matched demand with supply without building significant inventory in launching major brand extension. Built safety stock; monitored sales vs. forecasted levels; ensured capacity available to cover increase in demand; troubleshot quality issue of unknown origin segregating effected inventory; developed strategy to handle back orders resulting from the quality issue. Results: Minimized disruption in supply; disposed of unsellable inventory; maintained 10 days of supply of quality stock.
Volunteered to conduct in-house APICS CPIM certification classes for planning and purchasing personnel during 150 lunch hours. Perceived need to instill best practices; Trained on areas including introduction to supply chain management, demand management and forecasting techniques, priority/capacity planning, aggregate/item inventory management, purchasing and physical distribution, lean/JIT, quality systems and theory of constraints. Results: Absorbed 35% increase in volume with no increase in staff.
Process Improvement/Cost Controls
Leveraged volume buying power following acquisition of prime competitor. Led team of key purchasing staff; reviewed raw materials; compared to current material; worked with R&D to determine feasibility of changing bulk formulations; requested quotes on incremental volumes; negotiated with vendors on key commodities. Results: Company realized $4 million annual savings.
Managed planning, inventory control, traffic and order entry processes for East coast during JDE One World implementation. Leveraged prior experience implementing PRMS and MAPICS ERP systems; constructed training documentation; conducted user training; ensured relevant data loaded; ran extensive testing; supported live implementation; documented and addressed post implementation issues; performed period audits of data integrity. Results: System implemented on time with minimal disruption of business; improved operational efficiencies.
Introduced formal cycle counting process to monitor location and quantity accuracy of inventory items. Stratified inventory into ABC usage categories and cycle count times; employed ERP system to monitor frequency of counts and record count information; developed graph reporting formats. Results: Inventory accuracy went from 90% to 95%; decreased time to locate inventory; eliminated need for annual physical inventory saving $.1+ million annually.
Negotiated best deal for high quality commodity staple at competitive cost. Identified/Visited potential vendors; explored management, capabilities, processes and flexibility; assigning limited runs; requested quote on assumed volumes and run frequencies; assessed cost to transfer artwork. Results: Reduced cost 35%; saving $70,000 annually; improved ability to obtain in minimum lot size quantities.
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