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VP of Supply Chain in PA Resume Stephen Crane

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					Stephen P. Crane
Wescosville, PA. 18106                                          (610) 398-2037                cranesp@rcn.com
www.linkedin.com/in/cranestephen


                                        DIRECTOR OF SUPPLY CHAIN

Senior Supply Chain/Operations professional in the chemicals industry recognized for successfully
implementing supply chain improvements and solving business problems that improve business profitability. In-
depth knowledge in design and implementation of operations management and supply chain solutions delivering
improvements in planning, cost, quality, operations, logistics, purchasing, customer service, and productivity
combined with a commitment to continuous improvement are among my demonstrated strengths. Proven ability
to create value through change from planning to execution while aligning change efforts with business goals.

Leadership experience: Board member 3 years, Director 9 years, and Manager 20 years

Transferable skills in supply chain planning, operations, work process, problem solving, continuous improvement,
Lean/Six Sigma, product management, asset management, inventory management, KPI scorecards, distribution,
customer service, strategic planning, e-business, cost-to-serve, P/L responsibility, and acquisition integration.


                                        PROFESSIONAL EXPERIENCE
Wacker Chemie AG, Allentown, PA                                                        2008 – Present
Director of Supply Chain Americas
   Reported to President of Polymers USA with 6 direct reports
   Implemented best-in-class demand and supply planning processes enabled by SAP-APO improving
    forecasting accuracy of 85%. The demand plans were used to drive production planning, inventory planning,
    capacity planning, raw material planning, and capital planning to reduce costs and improve service.
   Implemented Sales & Operations Planning and Daily Planning using MRP and ATP to improve production
    scheduling, reduce inventory levels by 25%, and improve order execution.
   Implemented Six Sigma process generating $10 million in net productivity in the first year.
   Implemented an automated VMI process for customer service that automated order creation that reduced
    customer inventory variability by 55%.

Air Products and Chemicals, Allentown, PA                                              2007 – 2008
Business Unit Manager
   Reported to VP Performance Materials Division with 8 direct reports
   Managed the P/L for $125 MM business unit including sales, marketing, technology, and manufacturing.
   Developed offering memorandum and completed the sale of the PSA business to Ashland

Air Products and Chemicals, Allentown, PA                                              2001 – 2007
Director of Supply Chain
   Reported to President of Air Products Polymers with 8 direct reports
   Conducted supply chain benchmarking project to achieve SAP benefits case. Co-lead Corporate Supply
    Chain benchmarking project on implementing SAP, APO, and supply chain management. Developed six
    recommendations which were approved by Corporate Executive Committee to achieve SAP benefits case.
   Implemented best-in-class demand and supply planning processes enabled by SAP-APO improving
    forecasting accuracy of 88%. The demand plans were used to drive production planning, inventory planning,
    capacity planning, raw material planning, and capital planning to reduce costs and improve service.
    Developed and conducted the training, worked with business units to prepare for SAP go-live, and addressed
    issues during stabilization and recovery phases.
   Implemented world-class Sales & Operations Planning process in $650 million business. S&OP
    process integrated sales, customer service, marketing, purchasing, operations, logistics, finance, supply
    chain, and new product development into a single integrated business plan improving financial performance
    by reducing inventory by 25%, decreasing net asset investment by 25%, increasing profitability by 80%, and
    improving ORONA from 5% to 13%.
   Improved forecasting and supply planning accuracy reducing inventory levels by 40% from 45 DOH to
    27 DOH.
   Improved inventory management work process along with utilizing business rules including roles and
    responsibilities and KPIs to improve product quality and reduce non-prime inventory by 80%.
   Increased supply chain reliability and agility improving service levels to customers, increasing margins,
    and resulted in several $ million in new business.
   Developed and implemented documented work processes for order escalation, new product introduction,
    new material creation, specification changes, product discontinuation, inventory management, and customer
    sourcing optimization.
   Adapted manufacturing safety process and implemented in the corporate offices to reduce recordable
    injury rate.
   Provided coaching and development to enhance skills and capabilities of supply chain organization by setting
    performance objectives, defining training requirements and plans, and providing effective motivation for
    employee development. Trained 13 supply chain managers from 4 different countries.

Air Products and Chemicals, Allentown, PA                                             1995 – 2001
Global Operations Manager
   Reported to Global Business Manager with 13 direct reports
   Managed 6 major product lines, serving 9 market segments, 6 US plant locations, 4 international plants,
    with global volume of 1.5 billion pounds.
   Successfully completed integration of acquisitions in Mexico, Germany and Korea. Lead integration
    teams that successfully completed the integration of standardized procedures and processes for customer
    service, operations, EH&S, logistics, sales, marketing, engineering, finance, and legal.
   Implemented a Continuous Improvement (Six Sigma/Lean) process conducting training, setting target
    goals, and implemented a measurement system to track results which increased productivity 400%.
   Implemented supply chain network optimization model resulting in $3 million in logistics savings. This
    model was then used to balance complex cost/benefit opportunities, optimize customer sourcing, and for
    “what if” business scenario analysis for driving improvement in business profitability.
   Implemented standardized scorecard measurement system achieving significant improvement in
    quality (30%), plant performance (40%), capacity (31%), inventory levels (40%), forecasting accuracy (45%),
    and revenue forecasting accuracy (23%).
   Improved customer service and delivery performance by implementing an automated VMI process for
    customer service that automated order creation to reduce customer inventory levels by 60%, and
    implementing standardized process and metrics with carriers to increased On-Time Delivery from 80% to
    98%.
   Increased railcar fleet turns by 44% and reduced net freight costs by 18% over two years.
   Rationalized 200 (30% of product portfolio) unprofitable products to improve business profitability.

Air Products and Chemicals, Allentown, PA                                             1993 – 1995
Manager Strategic Planning
   Reported to VP of Corporate Planning
   Managed corporate strategic planning process for 13 major business units, and Technology Management
    initiatives including Platform Planning to improve R&D and Technology effectiveness.
   Implemented Stage Gate process for improving success rate of new product development.
Air Products and Chemicals, Allentown, PA.                                         1983 – 1993
Manager Engineering
   Reported to Director of Research and Development with 14 direct reports
   Improved the effectiveness of engineering projects including development of new products, capital
    projects, process improvement projects, new plant start-ups, budgets, and project schedules. Implemented
    Quality Management process that reduced new product commercialization time by 78%, reduced manpower
    by 25%, and increased new product sales by 300% over 5 years.

Air Products and Chemicals, Dayton, NJ                                             1981 – 1983
Operations Manager
   Managed plant staff of 32 improving product quality and reducing off-specification production by 98%,
    and increasing plant capacity by 30% without any capital investment.


                                   MEMBERSHIPS/CERTIFICATIONS
   Board of Directors of APICS 2008-2009
   Member of Aberdeen Advisory Council, 2007-2009
   Board of Directors of the Supply Chain Council, 2005-2007
   Member of APCIS and CSCMP Supply Chain Organizations
   APICS Certified Supply Chain Professional


                                   CONFERENCE PRESENTATIONS
   A Roadmap to World Class Forecasting Accuracy, APICS Annual Conference 2009
   Creating Agile Supply Chains in the Chemical Industry, SAP Americas Customer Event 2008
   Forecasting & Planning of Daily Orders to Meet Customer Requirements, CSCMP 2007
   Does APO Really Work: An APO Case Study, Supply Chain World NA 2007
   Implementing an Integrated Sales & Operations Planning Process, LogiChem Europe 2006
   The Future of Demand Planning, LogiChem Europe 2005


                                               EDUCATION
   B.S., Chemical Engineering, University of New Hampshire, Durham, NH
   Masters in Chemical Engineering courses completed at Lehigh University, Bethlehem, PA

				
DOCUMENT INFO
Description: Stephen Crane is a Senior Supply Chain/Operations professional in the chemicals industry recognized for successfully implementing supply chain improvements and solving business problems that improve business profitability. In-depth knowledge in design and implementation of operations management and supply chain solutions delivering improvements in planning, cost, quality, operations, logistics, purchasing, customer service, and productivity combined with a commitment to continuous improvement are among his demonstrated strengths. Stephen has the proven ability to create value through change from planning to execution while aligning change efforts with business goals. Leadership experience: Board member 3 years, Director 9 years, and Manager 20 years Stephen possesses transferable skills in supply chain planning, operations, work process, problem solving, continuous improvement, Lean/Six Sigma, product management, asset management, inventory management, KPI scorecards, distribution, customer service, strategic planning, e-business, cost-to-serve, P/L responsibility, and acquisition integration.