A $125 million distributor of Aerospace hardware and components to original equipment manufacturers.
Vice President - Material (2002-2005)
Report to the President of the business unit and provide leadership for supply chain processes and drive execution of the Anixter Pentacon strategic purchasing and supplier contracts to support business strategy. Managed 30 people in material planning, purchasing, supplier contracts, new program bid team, inventory management, and contract compliance through 5 direct reports.
- STRATEGY - Defined and executed a new supply chain strategy to integrate the acquisition and guide the company to best practice supply chain performance on a global basis. Implemented lean, collaborative techniques to achieve growth and performance improvement.
- PERFORMANCE METRICS - Provided day-to-day leadership to achieve operational goals and standards. Established standards and measures for performance and monitoring of delivery and quality performance of the supply chain that included: 98% or better order delivery to JIT customers, a 30% improvement in supplier quality ratings and improved reporting/regulatory compliance for ITAR, DFAR, and RoHS controls.
- TEAM LEADERSHIP - Recruited several high performance employees into the organization. Built a high performance, high service purchasing team that improved response time to internal and external customers in procurement services.
- STRATEGIC SOURCING - Drove a major change from "commodity purchasing" to "strategic alignments" and raised the performance level of supplier base; resulted in measurable improvements in total cost, availability of materials, and quality of materials.
- OFFSHORE - Sourced, developed relationships, and engaged European supply solutions resulting in higher quality and lower costs.
- CUSTOMER RELATIONSHIPS - Provided strategic leadership to key customer relationships that included Pratt Canada, GE Engines, Boeing Satellite Systems, Lockheed, and Raytheon.
- CONTRACTS - Conducted high level negotiations with senior executives of suppliers. Created new business opportunities through creative strategies with suppliers. Leveraged buying strength to contract long-term supply agreements for 50% of annual spend.
- OPERATIONAL EXCELLENCE - Built a best in class operational discipline in the organization with well articulated processes, procedures, and metrics to guide the business, and with a six sigma mindset that pushed toward higher standards. Achieved a 30% improvement in inventory turns on a $100 million inventory.
Vice President - Operations/General Manager, Pentacon Aerospace (1998-2002)
A $120 million distributor of Aerospace hardware and components to original equipment manufacturers.(Purchased by Anixter.)
Reported to the President. Provided leadership and proactive approach to the operational functions and enabled the organization to meet objectives in revenue, profitability, growth and quality. Directed 110 people through 6 direct reports.
- M&A INTEGRATION - Managed the integration of 4 newly acquired independent aerospace fastener distributors into one focused operational group. Pursuant to company strategy combined, closed, relocated warehouses and sales offices.
- SYSTEMS DEVELOPMENT - Converted legacy data from four computer systems while maintaining ISO certification, cycle count accuracy, and six sigma level shipment performance. Expanded the use of automated storage and retrieval carousels for more efficient pick/pack. Implemented a paperless, RF warehouse management system.
- OPERATIONAL EXCELLENCE - Standardized process methods for sales, warehouse ops, and purchasing.
- INTERNATIONAL - Opened forward-stocking warehouse operations in Montreal, Canada, and London, England.
- BUSINESS RESULTS - Drastically reduced property, overhead, and employment costs.
Chief Operating Officer (ASI Aerospace Group) (1998)
A $75 million distributor of Aerospace hardware and components. Acquired by Pentacon Aerospace in Sept 1998.
Responsible for all aspects of operations: warehousing, quality, assembly/repair of aerospace galley equipment, and seating.
- OPERATIONAL EXCELLENCE - Standardized processes across warehouse operations. Prepared for and passed initial ISO certification audit.
- SYSTEMS DEVELOPMENT - collapsed IT systems across three (3) independent sales and warehousing operations.
- GROWTH - Sales grew $8.5 million (15%).
