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Summary

A strategic, creative, energetic, and results oriented supply chain leader with a proven track record of continuous improvements and achievements. Led numerous initiatives for automotive, airline, and metal manufacturers to enhance customer service, reduce costs and improve business practice in order to compete in a mature, dynamic, international market. 

Categories Of Strength & Knowledge

  • Demand Planning (DM)
  • Sales & Operations Planning (SOP)
  • Financial / Mathematical Modeling
  • Supply Chain Management (SCM)
  • Strategic Business Planning
  • Master Production Scheduling (MPS)
  • Material Requirements Planning (MRP)
  • Production Activity Control (PAC)
  • Capacity Planning (CRP) & (RCCP)
  • Forecast Management
  • Inventory Management
  • Financial Planning & Analysis (FP&A)
  • Budgeting
  • Variance Reporting
  • Credit Management
  • Lean Six Sigma Methodology
  • Continuous Improvement
  • Coaching & Counseling Employees

Work experience

2016Present

Director, Materials

Oerlikon Fairfield

Oerlikon Drive Systems (Oerlikon Graziano and Oerlikon Fairfield) is a leading provider of gear, drive and shifting solutions. A global manufacturer with 10 manufacturing locations in Italy, China, US and India, and over 5000 employees. Oerlikon Drive Systems’ products are used in agriculture, construction, energy and mining, and transportation industry.  Excellent manufacturing, engineering and innovative expertise have made Oerlikon the global drive systems supplier of high-tech solutions in all mobility markets for over 90 years.

Report to Vice-President Operations Oerlikon Drive Systems, Americas. Responsible for the management of the Materials Department; including production planning, scheduling, S&OP planning, department budget, and delivery metrics.

  • Developed Division Vision and Goals associated with On-Time Delivery and Past Due order position. Effectively implemented from CEO to shop floor employees.
  • Improved raw material inventory accuracy from 70% to 95% through improved business processes; including receiving, stocking, consumption, and material handling controls.
  • Created, implemented and managed production planning processes; improved operations utilization, operations productivity, customer service and on-time delivery. Improved OTD by 14 percentage points to 99% from 85%. Improved past due position by 74%.
  • Lead the Materials Department from a functional to a matrix organizational structure.   

 

20152016

Manager, Material, Planning & Logistics

Ford Motor Company

Ford Motor Company, a global automotive industry leader based in Dearborn, Mich., manufactures or distributes automobiles across six continents. With about 194,000 employees and 66 plants worldwide, the company’s automotive brands include Ford and Lincoln.

Report to Plant Manager. Member of the plant Operating Committee (OCM) responsible for the management of the MP&L department; including budget, manpower, and delivery metrics. MP&L department includes 220 UAW and 18 salaried employees.

  • Created and implemented an hourly manpower required to operate (RTO) plan to maximize production throughput in facility of 17 steel presses and 49 assembly operations.
  • Drove MP&L plant wide down time reduction project. Focus was on material flow and handling. Achieved 43% reduction in MP&L down time in 2015.
  • Implemented changes with MP&L management team to better align department to customer requirements.
  • Drove over $3 million in capital upgrades to Automatic Guided Vehicle robots (AGVs) to optimize internal plant logistics.
  • Drove execution of $2 million capital project expanding shipping docks to meet facility demand increases.
  • Implemented and managed process to ensure Standards (SOPs) are documented, followed and sustainable.
  • Created and drove execution of MP&L safety culture change plan with the focus of driving recordable injuries and incidents down.
20112015

Senior Analyst, Contact Center Supplier Performance

United Continental Holdings, Inc.

United Airlines and United Express operate approximately 5,000 flights each day to more than 370 destinations throughout the world. With the most comprehensive global route network in the industry, United operates from hubs in Chicago, Denver, Guam, Houston, Los Angeles, New York/Newark, San Francisco, Tokyo and Washington, D.C.

 

Reported to Director of Supplier Performance. Responsible for the day-to-day operations management of offshore call centers; including the execution of strategic plan to optimize revenue, drive costs down and enhance customer excellence.

  • Created and implemented a comprehensive contact center audit document / procedure to ensure the right people, process, tools and technology is in place to achieve profit and service goals.
  • Developed, implemented and managing manpower planning process for 8 worldwide office locations and approximately 2,000 agents. Balancing manpower supply with customer demand for 5 voice and back-office products.
  • Developed and managed annual department budget of approximately $60M.
  • Developed and implemented invoice management and audit process. 2011 – 2014 savings exceeded $250k.
  • Completed Lean Six Sigma training and received Green Belt certificate. After 3 full years, the savings have reached $350k.
20102011

Controller WIP Planning & Master Scheduling

United Continental Holdings, Inc.

Reported to Manager of WIP Planning & Scheduling. Responsible for development, implementation and execution of scheduling systems, development of supply chain key process indices reports, managing WIP inventory through supply chain, and change agent for Vendor Management Component Group.

  • Designed and implemented lean job shop scheduling system that increased customer service level by 25% (from ~ 68% to 91%).
  • Developed and implemented VM scheduling priority system ensuring right sizing of finished goods inventory. Annual cost savings in year one were $1.8M.
  • Developed key process indices reports that enabled expeditious decision making and resolution of customer service issues resulting in right sizing of inventory.
  • Selected for Green Belt certification. My project focuses on developing a preventive process to improve the health of United’s inventory. The annual savings exceed $100k.
19992009

Senior Manager Business & Financial Planning

Beta Steel Corp.

Beta Steel Corp (BSC), a subsidiary of Novolipetsk Steel, is a mini-mill with an annual hot roll coil capacity of 1.2 million tons. Clients include steel service centers and pipe and tube manufactures. BSC’s annual sales are $400 M.

Reported to the CFO. Active member of the executive management responsible for all aspects of the supply chain management, inventory control, financial planning and analysis, procurement, and credit activities.

  • Designed and implemented lean manufacturing inventory flow process throughout operations increasing WIP inventory turns by 400% and finished inventory turns by 275%.
  • Restructured order S&OP process that increased on-time delivery by 20% (from ~75% to ~95%). Jacobson & Associates ranked BSC (out of 32 flat roll steel producers) #1 in customer service and on-time delivery.
  • Developed product cost solution model that resulted in product mix changes. These changes increased production throughput by 3.5% and reduced Repair & Maintenance costs.
  • Utilized MRP system to purchase steel scrap via third party provider. Annual spend of $250 M.
  • Implemented natural gas procurement program that enabled BSC to minimize risk. 2008 annual savings were $350 thousand. Annual spend of $30 M on natural gas & electricity.
  • Implemented a global steel slab procurement program to supplement BSC melt shop operations. Increasing revenue by $30 M.
  • Developed and utilized financial forecasting model for monthly, quarterly, annual and strategic planning purposes. The model projected income statement, balance sheet, and cash flow statement. Translated insights into recommendations and actions for the CFO, CEO and Board of Directors.
  • Performed variance analysis between budget and actual results. Communicated results of variance to department heads, CFO, and CEO.
  • Lead the development of the strategic and annual financial forecast with corresponding operating plan. Process included detail line item budgets and manpower requirement budgets.
  • Assisted department heads with individual budgets. Compiled budgets into corporate budget and business plan.
  • Ad hoc reports include the following: financial sensitivity analysis, key process indices analysis, break-even analysis, competitive benchmarking, cost modeling, “what if” analysis, industry reporting, and sales analysis.
  • Implemented financial credit policies / procedures and nurtured customer relations. Activities resulted in a reduction of day’s sales outstanding by 60%.
  • Assisted shareholder, CEO, and CFO in sale of BSC to Novolipetsk Steel in 2008. Projects included data room documentation, management presentation, teaser development and presentations to potential buyers.
  • Implemented $500 thousand supply chain software solution on time and within budget. The project improved quality diversion rate (yield performance) by 1% while reducing manufacturing delay by 5%.
  • Implemented an order fulfillment system Enterprise Resources Planning (ERP) that improved inventory accuracy to over 98% and reduced standard lead time by 40%. Improved customer service through accurate and timely information exchange.

Education

19972001

Masters of Science, International Administration

Central Michigan University
19901994

Masters of Science, International Administration

Oakland University

Certifications

Nov 2011

APICS CPIM

Certification in Progress
Nov 2011Jun 2011

Six Sigma Green Belt

United Airlines

Affiliations & Associations