{"id":585,"date":"2020-12-08T19:50:06","date_gmt":"2020-12-08T23:50:06","guid":{"rendered":"https:\/\/mriomega.com\/?p=585"},"modified":"2025-09-05T01:43:13","modified_gmt":"2025-09-05T05:43:13","slug":"vp-supply-chain-183349","status":"publish","type":"post","link":"https:\/\/mriomega.com\/index.php\/supply-chain-purchasing\/vp-supply-chain-183349\/","title":{"rendered":"VP Supply Chain (183349)"},"content":{"rendered":"\n

Getting things to where they go when they are needed is the beating heart of a manufacturing operation! Supply Chain can make or break your company. <\/strong><\/p>\n\n\n\n

We are working with a candidate that has 20+ years of delivering the key leadership, strategies, and vision to take manufacturing and supply chain operations to new levels of performance. He is a Mechanical Engineer with a Six Sigma Master Black Belt and an MBA. <\/strong> He excels at building world-class operations that position companies as disruptive forces within their markets. He is highly skilled at using VAVE progams and costing methods to improve products and processes across the board.<\/strong> He is a continuous improvement champion drawn to new technologies, innovative processes, and best practices which is evident in his impressive track record <\/p>\n\n\n\n

Move quickly before he is snapped up!  Call Butch @ 714 814 3791 or bsweedar@mriomega.com for an introduction!<\/strong><\/p>\n\n\n\n

\u2022 Applied Should Cost modeling to help us reduce the payback on new programs 18 months to 6 months or less.
\u2022 Increased overall operating margin of 10% and EBIT 13.6% vs. 6% goal <\/strong>since joining the company.
o Reducing inventory by $3M, <\/strong>
o Decreasing working capital an additional $3M over the past year.
\u2022 Additionally, slashed inventory variance $5M month over month <\/strong>
\u2022 Continue to deliver an average 28% increase in revenue year over year <\/strong>with enhanced reliability in meeting VOC and chemical component limits
\u2022 Increased distribution center operational efficiency from 50% to 88% while reducing labor costs.<\/strong>
\u2022 Envisioned and spearheaded multiple fleet optimization initiatives and enhancements
o Delivered $2M in cost savings across logistics fleet.<\/strong>
\u2022 Successfully reduced wasteful overtime spending
o Saved $20M+ in unnecessary costs annually.<\/strong>
\u2022 Instituted a series of improvements within supply chain operations that captured $4M in savings within<\/strong> the first year, while simultaneously increasing on-time delivery.
\u2022 Ran VAVE projects on seat assembly processes to remove inefficiencies.
\u2022 Eliminated some component assembly by moving it to the supply chain.
\u2022 Orchestrated a series of highly successful cost out, capacity expansion, and lead time reduction initiatives that cut supply chain\/purchasing spending by $9.5M.<\/strong>
Slashed inventory 50% across multiple facilities <\/strong>
o Launched a series of ODM-focused strategic programs that delivered over $10M in Manufacturing Value Add (MVA) cost reductions within the first year.<\/strong>
\u2022 Increased utilization of manufacturing floor space by 13%; 125,000 sq. ft. to 110,500 sq. ft., through the implementation of Lean Manufacturing Concepts<\/strong>
\u2022 Implemented VAVE processes from scratch at this acquisition business.
o Identified VAVE project ideas with engineering
o Created cross-functional teams that included R&D, procurement, manufacturing, engineering, and VOC
\u2022 Earned Master Black Best <\/strong>
\u2022 Eliminated 55% of post-production scrap and reduced average PPM\u2019s from 32,000\/month to under 7,000\/month, within 8 months<\/strong><\/p>\n\n\n\n

\u2022 Implementing VA\/VE Programs from Scratch –
\u2022 Managing Programs Across the Organization Using Influence
\u2022 Developing VA\/VE Training
\u2022 Training Teams On VA\/VE or Design to Value
\u2022 Identifying Design to Value Projects
\u2022 Managing Multiple VA\/VE Projects
\u2022 VA\/VE Idea Generation\/Brainstorming
\u2022 Leading Cross-Functional Teams
\u2022 Leading Engineering Teams
\u2022 Tracking Metrics Ensure Timeline \/ Results
\u2022 Project Management Experience
\u2022 Product Launch Experience
\u2022 Program Management Experience
\u2022 Coordinating Projects with Multiple Departments \/ Locations
\u2022 Should Cost Methods
\u2022 Cost Analysis\/Optimization
\u2022 NPD (New Product Development) Stage-Gate process
\u2022 DFMEA\/PFMEA\/FEA
\u2022 GD&T
\u2022 Facilitate DFMA (Design for Manufacture & Assembly) Analysis
\u2022 Kano Model Analysis
\u2022 Change Management
\u2022 Staff Training & Development
\u2022 Cross-Functional Coordination<\/p>\n\n\n\n

Education<\/strong>
\u2022 MASTER OF BUSINESS ADMINISTRATION (MBA) I<\/strong>N MANAGEMENT & OPERATIONS Texas State University, San Marcos, TX
\u2022 Bachelor of Science in Mechanical Engineering<\/strong> Michigan Technological University, Houghton, MI<\/p>\n\n\n\n

Professional Accreditations:
\u2022 Six Sigma Master Black Belt<\/strong><\/p>\n","protected":false},"excerpt":{"rendered":"

Getting things to where they go when they are needed is the beating heart of a manufacturing operation! Supply Chain can make or break your company. We are working with a candidate that has 20+ years of delivering the key leadership, strategies, and vision to take manufacturing and supply chain operations to new levels of…<\/p>\n","protected":false},"author":1,"featured_media":0,"comment_status":"closed","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"_acf_changed":false,"footnotes":""},"categories":[315,314],"tags":[34,91,227,276],"class_list":["post-585","post","type-post","status-publish","format-standard","hentry","category-senior-leadership-vp-president","category-supply-chain-purchasing","tag-automotive","tag-inventory","tag-supply-chain","tag-master-black-belt"],"acf":[],"aioseo_notices":[],"aioseo_head":"\n\t\t\n\t\n\t\n\t\n\t\n\t\n\t\t\n\t\t\n\t\t\n\t\t\n\t\t\n\t\t\n\t\t\n\t\t\n\t\t\n\t\t\n\t\t\n\t\t