Manage purchasing, planning, master scheduling, warehouse operations, shipping and receiving for a manufacturer of high capacity winches and hoists with international sales of $54 million and an annual operationg budget of $1.5 million.
I was given a temporary assignment as North American Supply Chain Manager for the Industrial Technologies sector of Ingersoll Rand from 2004 to 2005. My assignment was to help identify and drive best practices across eight plants in North America. I continued to retain full responsibility for Seattle Operations during this time.
I outsourced a major assembly and it's component parts to suppliers in India to reduce costs and improve capacity in the Seattle plant. This single project represents a $4 million annual savings to the Seattle facility out of a $25 million annual spend.
To better manage supplier performance, I implented a supplier dashboard web tool to monitor four key metrics. These are, On Time Delivery, Cost Savings, Days Payable and Lead Time. The supplier dashboard was deployed across all eight North American plants in Industrial Technologies. Future enhancements include adding quality and warranty cost metrics.
I was the acting Operations Manager whenever the Operations Manager was away from the plant. These additional responsibilities included the functional areas of Production,Manufacturing Engineering and Quality Assurance.