Manager Supply Chain

Ronald S. Peterson, CPIM

*** ********** **.

Panama City Beach, FL 32413

Phone: 850-***-****

Cell: 815-***-****

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

S U M M A R Y O F E X P E R I E N C E

Supply Chain Management and Operations professional with twenty (20) plus years of manufacturing experience in Defense, Energy (Oil & Gas), Aerospace, Electronics, Industrial and Consumer product industries. Six Sigma Green Belt certified, APICS (CPIM) certified, BS Degree, extensive background in Production Control, Inventory Control and Purchasing, utilizing MRP II, JIT and Kanban concepts employing Oracle 11i, MAPICS, Macola, Costpoint, Data 3, PACS, ROI, Symix, PeopleSoft and COPICS software. Extensive experience in Lean Manufacturing using DMAIC and Kaizen methods.

P R O F E S S I O N A L E X P E R I E N C E

ITT Corporation – Manufacturer of Defense Products and Services 2009 to Present

Panama City, FL

SUPPLY CHAIN MANAGER

• Managed the Supply Chain Group consisting of 11 direct reports including Production Planning, Inventory, Shipping/Receiving and Purchasing for a multi-billion dollar Defense Contractor

• Approve and negotiate with vendors for price, delivery and quality as it pertains to Government Contracts using DFAR and FAR.

• Created Bill of Materials for all subassemblies and finished goods.

• Established lead-times for all Purchased and Manufactured items to help time-phase procurement and manufacturing activities.

• Negotiated cost reductions from vendors resulting in a 5% decrease measured monthly through the corporate metrics

• Streamlined the Inventory parts warehouse by eliminating locations and decreasing picking time by over 70%

• Reduced overtime by 80% via cross-training Inventory with Shipping/Receiving

• Reorganized from a Planner and Buyer format to a Buyer/Planner reducing time for Planning personnel and eliminating one Planner

• Eliminated multiple and redundant signatures on Purchase Orders and therefore reducing internal lead time.

Oceaneering International, Inc. – Manufacturer of Subsea Systems 2007 to 2009

Panama City, FL

MATERIALS MANAGER

• Directed the Purchasing, Master Scheduling, Production Control and Inventory Departments for a $120M Umbilical plant within a multi-billion dollar corporation managing four direct reports with 24 indirect reports

• Trained, mentored, coached and developed supply chain staff on procedures, ERP software system and focusing on critical KPI’s.

• Successfully led a cross-functional team to standardize BOM’s and scheduling methods among three global Umbilical plants

• Focused efforts on creating a realistic master schedule that could be executed and measured for on-time accuracy

• Used Microsoft Projects to schedule Engineering tasks and measured on-time design releases

• Created a Rough Cut Capacity Plan (RCCP) and Capacity Requirements Plan (CRP) to set the labor load for manufacturing

• Increase Inventory accuracy from 70% to 99.5% by utilizing advanced cycle count methods

• Worked with Manufacturing on detailed work center scheduling while measuring utilization, efficiency and downtime

• Created and executed several projects to reduce cost and eliminate waste using “Operational Excellence” and “Six Sigma”

• Increased customer on-time delivery from 70% in early 2008 to 100% in second half of 2008 and 2009

• Reviewed Purchase Open Order report and WIP Open Order report with staff on a weekly basis to maintain the accuracy of MRP within the system which increased from 30% to over 95%

• Led a Kaizen event to capture and charge back suppliers for defective material reworked in-house

• Implemented Kanbans for high volume raw material and thus reduced Inventory by $1.2M by using a pull system

• Reduced the cost from MRO suppliers by 15% from 2008 to 2009.

• Reduced the cost of Production Hardware and Fittings by 30% utilizing low cost suppliers

Tatum Manufacturing – Manufacturer of Spas 2004 to 2007

Tampa, FL

DIRECTOR OF PURCHASING/PRODUCTION

• Organized the entire materials organization from choosing the ERP system to negotiating all the parts used in a $30M start-up spa manufacturer managing six direct reports with 400 indirect reports.

• Acted as the Chief Operating Officer prior to the establishment of a permanent organizational structure.

• Created part numbering system and Bill of Materials for all finished goods.

• Partnered with suppliers to obtain the best costs for purchased parts and issued blanket orders to secure our intent.

• Implemented ERP system for production utilizing the Inventory, Routings BOM and Purchasing modules.

• Created projects to streamline the manufacturing processes with automation and eliminated labor.

• Reduced overtime from 20% during initial start-up to less than 10% for all factory personnel.

• Established inventory turns for finished goods and raw material to 26 inventory turns.

• Established line rates to coincide with the customer take rates by maintaining a two week inventory level for finished goods.

• Negotiated cost reduction programs utilizing Low Cost Regions such as China and India prior to the start-up.

• Reduced overall costs by outsourcing bottleneck operations within the production process.

Crane Environmental – Manufacturer of Water Purification Systems 2003 to 2004

Venice, FL

MANAGER OF MATERIALS AND SUPPLY CHAIN

• Responsible for all procurement and materials function for an Engineered to Order, fast paced water purification manufacturer managing five direct reports with five indirect reports.

• Negotiated a 16% price reduction on membranes, which is 20% of our direct material purchases.

• Led a Kaizen event to lower the amount of WIP in our small machine cell by over 60%.

• Led a Kaizen event to Kanban parts at the small machine cell, which eliminated the picking process.

• Negotiated pump pricing savings of 7% for all machines and spare parts.

• Worked on a Kaizen event to streamline the MRO process at our sister company, which saved the purchasing process by 99%

• Reduced Excess and Obsolete (E&O) by 40 % by working with engineering to substitute previously unusable material.

• Trained and implemented alternative ordering methods using MRP, TPOP, Kanban and order point.

• Implement the ABC cycle counting method with results in the high 90% range.

• Trained current employees to status orders before releasing them to the shop floor.

• Committed shipments to the corporate offices for all product groups on a monthly basis.

General Electric Company – Manufacturer of Motors 1999 to 2003

DeKalb, IL

MANAGER OF SHOP OPERATIONS (MSO)

• Overseeing 104 direct reports and all production activities in a Lean Manufacturing organization.

• Determine staffing requirements to meet weekly line rate and project overtime needed to meet operational plan objectives.

• Manage 100 direct reports within a three shift, make to stock, high volume, focused factory.

• Consistently achieve weekly line rate objectives and maintain 100% on-time delivery to all customers.

• Oversee maintenance department and determine priorities for equipment repair and scheduling of projects involving equipment modification.

• Responsible for plant safety and direct the safety committee to promote an accident free work environment.

• Use Six Sigma techniques to ensure that all customers receive defect free products.

• Member of the Health Ergonomics and Prevention (HEP) team whose projects prevent unnecessary physical strain on the labor force

MATERIALS MANAGER

• Managed five direct reports in a Lean Manufacturing, make to stock, high volume, focused factory group.

• Plant Champion and Project Leader for Oracle implementation, which included training staff employees and troubleshooting any problems.

• Processed 95% of all direct material purchases through EDI and direct fax.

• Used Six Sigma tools and worked with vendors to lower part defects and reduce cost.

• Negotiated deflation with several suppliers.

• Increased Raw and In-Process Inventory Turns by 10 points, from 32 Turns to 42 Turns.

• Implemented supplier consignment programs for several major suppliers, which decreased Raw and WIP inventory by $35K or 6%.

• Green belt certified in Six Sigma quality control methods, which are utilized for problem solving and project management.

Dumore Corporation – Manufacturer of Specialty Motors 1995 to 1999

Mauston, WI

MATERIALS MANAGER & ACTING OPERATIONS MANAGER

Sundstrand Aviation – Aerospace Manufacturer 1986 to 1995

Rockford, IL

PRODUCTION PLANNER; COMMERCIAL SPARES ADMINISTRATOR; PURCHASING ADMINISTRATOR; SHOP FLOOR COORDINATOR

P R O F E S S I O N A L S O C I E T I E S

The Association for Operations Management (APICS) – CPIM Certified

E D U C A T I O N

ILLINOIS STATE UNIVERSITY, Normal, IL COLORADO TECHNICAL UNIVERSITY, Colorado Springs,CO Majored in Business Administration and Economics BS Degree in Business Management

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