Sales Customer Service

ANDREW CHARLES BURNHAM

MOBILE: +1-312-***-**** EMAIL: ac0cyt@r.postjobfree.com www.linkedin.com/in/andrewburnham 18340 47th PL NE, Lake Forest Park, WA 98155

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Inspiring Global Operations Leader

Exceptionally skilled, accountable, customer focused leader that creates and manages strategic supply chain direction delivering substantial results in complex, global enterprises. Delivers significant business value through data driven decision making, change management and the application of technology. Able to leverage global management skills in the planning and delivery of holistic manufacturing, warehousing, inventory, distribution and systems strategies. Well versed in the application of lean six sigma methodologies to effect change. Possess a broad operational foundation with applied expertise across many critical business functions. Ability to create value and engineer scalable systems and processes to support profitable growth Professional Experience

AMER Sports – Precor Incorporated, Woodinville, WA 2007-2016 AMER SPORTS BRAND PROVIDING THE GLOBAL MARKET WITH INDUSTRY LEADING DESIGN, MANUFACTURING AND DISTRIBUTION OF CARDIO-VASCULAR AND STRENGTH TRAINING EQUIPMENT – ANNUAL REVENUE OF $400M USD. Global Operations Director 2009-2016

Worked with global operations teams to establish and execute on strategic plans to support the continued profitable growth of the company. Lead teams on key initiatives to continuously improve global planning and distribution execution systems. Strategic Planning: Established and maintained a 3 year rolling operations strategy and building blocks to drive budget and resource planning. Conducted annual strategy reviews for manufacturing, sourcing, warehousing, distribution and operations planning to keep the strategy and building blocks current and resources aligned. Presented plan annually to Precor and AMER global leadership teams.

Global Operations Scorecard: Developed and maintained a global operations scorecard measuring KPI and KPD. Reported and reviewed monthly results with regional operations managers and advised on actions to be taken to correct measures that were underperforming. Report aggregate results and action plans to both Precor and AMER operations leadership teams. FG Sales and Operations Planning: Envisioned and implemented a global S&OP process that resulted in an absolute forecast accuracy of 84% for 17 product categories, 1400 SKU and 7 regions measured with a 90-day offset. To support this success, I led the development of a data warehouse to collect and analyze global sales data at the SKU level using historic measures of MAPE, FCST Bias and FCST accuracy supplemented with future inputs including sales and marketing events, NPI activity, ASP changes and financial targets. Monthly regional meetings were held to review and compile data resulting in a consensus forecast that was used to drive planning systems and deploy resources.

Service Parts Planning: Supported an industry leading service organization by maintaining 97% OTIF and 24-hour fulfillment lead- times for 9000 individual SKU. Partnered with global sourcing and customer service to established planning systems and processes to continually monitor and adjust to maintain performance. Inventory Management: Reduced global operating inventory by $16M (40% reduction) improving DSI from 100 days to 70 days

(30% reduction) by aligning planning systems with a ‘BTO @ 2-week LT’ sales strategy (an increase in LT from 24H in response to global economic pressure). Established a process to review and disposition global E&O stock for an additional $1M inventory reduction.

Customer Service: In response to market expectations regarding LT, implemented planning systems to reduced FG LT from 2 weeks to 24h while improving OTIF 13% and maintaining DSI of 70 days. Effective inventory cost avoidance of ~$20M increase by maintaining DSI.

Acquisition Integration: Lead a cross functional team to design and implement planning and execution systems for a complex, highly configurable product line. Successfully shut down the legacy DC (Italy) and integrated operations into the central EMEA DC. Planning Systems: Lead a global team to harmonize global planning and execution systems and processes. The team designed and implemented ERP system changes to eliminate offline planning tools and integrate supply planning with standard SAP processes resulting in a 50% decrease in EMEA Order LT.

DC Operations: Managed service parts DC stocking 9000 parts, shipping 15000 lines/month with 97% OTIF. Managed FG shipping DC stocking 1400 SKU and shipping 14000 lines/month improving OTIF from 75% to 85% (13%) using a variety of lean and scheduling techniques. Implemented cubing software for outbound FG FTL and container shipments increasing load density by 6% for a cost reduction of $300k/year. Applied lean principals in both operations to maintain service levels while containing costs at half of growth.

Operations Director 2007-2009

Defined and implemented a global distribution strategy supports the continued profitable grown of the company through cross functional evaluation of existing and new distribution resources. Lead teams to identify and address opportunities in Supply Chain Operations. Selected achievements:

Transportation: $500k/y saving associated with several projects. $250k/y by optimizing outbound small package distribution and

$250k/y through an LTL Zone Skipping Strategy.

ANDREW CHARLES BURNHAM

MOBILE: +1-312-***-**** EMAIL: ac0cyt@r.postjobfree.com www.linkedin.com/in/andrewburnham 18340 47th PL NE, Lake Forest Park, WA 98155

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Inventory Management: Worked with production planning to synchronize production and procurement of finished goods with shipping schedules to reduce or eliminate intra-period inventory spikes eliminating the need for increasing warehousing footprint. Cost avoidance of $500k/y in lease expenses.

Warehousing: Lease savings of $350k/y. Consolidating warehousing operations under one roof to reduce lease expenses and increase operating efficiencies.

Strategic Network Design: Lead internal team to define a manufacturing and distribution strategy that differentiates Precor on Cycle Time, Cost, Quality and Customer Service.

Brunswick Corporation – BNT Division, Lake Forest, IL & Auckland, NZ 2005-2006 BRUNSWICK DIVISION PROVIDING THE GLOBAL MARKET WITH INDUSTRY LEADING DESIGN, MANUFACTURING AND DISTRIBUTION OF GPS TECHNOLOGY SOLUTIONS AND MARINE ELECTRONICS – ANNUAL REVENUE OF $350M USD. Director of Supply Chain Operations 2005-2006

Worked to established standard planning and execution processes setting the foundation for the continued, profitable growth of the company. These processes spanned many Supply Chain Operations functional areas including: Sales and Operations Planning, Transportation, Inventory Management, ERP Integration, Purchasing and Strategic Network design. In addition, I was the Supply Chain Lead on the Global Data Warehouse project. Selected achievements: Sales and Operations Planning: Estimated 300% increase in annual revenue for Marine Division. Our efforts in the Sales and Operations Planning provided a global integrated planning process to each division and combined with the development of the data warehouse, provided data transparency for executive decision making. The establishment of this process was instrumental in the return of the Marine Division to profitability as customer shipments increased from $300k/m to $1000k/m. Transportation and Logistics: Estimated savings $500k/y. We began analyzing both inbound and out bound lanes to identify cost savings opportunities. Three primary opportunities were identified and project teams were being established to attack these opportunities. These areas were as follows: Mode change from air to water for all FG moves and in-bound moves where possible, consolidation of inbound shipments to fill containers thus optimizing the cost model and f inally, a consolidation of transportation providers (5 to 1) to leverage global volumes into an overall lower cost per mile. Inventory Management: Developed and implemented turns based tools to categorize inventory into slow moving, non-moving and distressed buckets to focus management on developing specific action plans. Identified an inventory reduction opportunity of $5M

(25%) at the Auckland location.

Purchasing: Completed the analysis and was implementing a Vendor Managed Inventory program to ‘pay for usage’ on generic electronic components. Identified +2000k of annual spend in the first phase of a Vendor Managed Inventory program effectively reducing inventory by $200k. Also identified a supplier consolidation opportunity of 80% (50 to 10) that was estimated to reduce manpower requirements by 10% for a savings of ~$100k/y. Brunswick Corporation - Life Fitness Division, Franklin Park, IL 1999-2005 BRUNSWICK DIVISION PROVIDING THE GLOBAL FITNESS MARKET WITH INDUSTRY LEADING DESIGN, MANUFACTURING AND DISTRIBUTION OF CARDIO-VASCULAR AND STRENGTH TRAINING EQUIPMENT – ANNUAL REVENUE OF $450M USD. Director of Global Demand Management 2002-2005

Lead an international team of professionals on four continents (North America, EMEA, Asia and South America) responsible for planning and distributing finished goods. Employed a matrix resource deployment strategy with the goal of establishing Centers of Excellence focused on producing and delivering finished goods on-time, at the lowest cost while meeting or exceeding the customer’s expectations. The Centers of Excellence included: Sales and Operations Planning, Transportation, Logistics, Warehousing, Planning Systems and Inventory Management. Selected Achievements: Sales and Operations Planning: Established a globally consistent Sales and Operations Process, developing and employing a sophisticated data warehouse to provide unprecedented data transparency resulting in a $17M inventory reduction. Also implemented forecasting software resulting in an average 10% increase in sales forecast accuracy across all product groups. Acquisition Integration: Led the team at a newly acquired Hungarian manufacturing facility to develop and implement lean manufacturing systems including Kan Ban replenishment and the development of custom order scheduling software. Provided leadership for the team developing the global data warehouse resulting in unprecedented levels of data transparency. Transportation and Logistics: Redesigned the EMEA Warehouse, Transportation and Logistics Network employing delayed differentiation strategy resulting in a $500k inventory reduction. Warehousing: Managed the development of a documented shipping standard that reduced packaging costs by $250k/y. Redesigned warehouse layout increasing capacity eliminating $240k/y of external warehouse expense. Inventory Management: Established a turns based management system that resulted in a $500k reduction of distressed inventory. In addition, established location based safety stock program resulting in a $2M inventory reduction. Inventory reductions allowed us to exit several overflow warehouses resulting in an additional savings of $15k/y. Manager of Manufacturing IT Systems 1999-2002

ANDREW CHARLES BURNHAM

MOBILE: +1-312-***-**** EMAIL: ac0cyt@r.postjobfree.com www.linkedin.com/in/andrewburnham 18340 47th PL NE, Lake Forest Park, WA 98155

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Manager of a team of IT professionals responsible for the implementation of Oracle ERP Applications across three North American manufacturing sites. Responsible for the following functional areas: Engineering/BOM, Inventory Management, Manufacturing, Sales and Operations Planning and Warehouse Operations.

ANDREW CHARLES BURNHAM

MOBILE: +1-312-***-**** EMAIL: ac0cyt@r.postjobfree.com www.linkedin.com/in/andrewburnham 18340 47th PL NE, Lake Forest Park, WA 98155

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Nissan Forklift Corporation NA, Marengo, IL 1993-1999 A DIVISION OF A WORLD FORTUNE 500 AUTOMOBILE MANUFACTURER DEDICATED TO THE PRODUCTION OF FORKLIFTS AND MATERIAL HANDLING EQUIPMENT SERVICING BOTH DOMESTIC AND INTERNATIONAL MARKETS. Integrated Operations Manager 1998-1999

Managed the Manufacturing Engineering, Fabrication, Machining, Welding and Assembly Departments in a vertically integrated manufacturing environment. The team consisted of 15 engineers and technicians with the mission to deploy sound manufacturing systems designed to improve customer satisfaction. As well as 6 front line supervisors with 125 direct reports committed to continuous improvement activity. The application of lean manufacturing techniques and a cross functional team approach resulted in a 30% increase in on-time delivery, a $250k reduction in WIP inventory and a 30% reduction in direct labor requirements. Special Projects Manager 1998

Assembled a cross-functional team and systematically developed cost reduction strategies for Sales, Purchasing, Manufacturing and Design resulting in estimated savings of 2.4 million. Many of the ideas demonstrated by the team have been extended as facili ty wide standards defining portions of Nissan’s Operations Management Strategy. Inventory Control Supervisor 1996-1997

Supervised the planning and buying departments. Through better use of MRPII and the implementation of a buying schedule, reduced manpower requirements by 25% and increased on-time delivery of service components by 50%. Senior Production Supervisor 1994-1996

Supervised 45 people directly involved in the production of 11 forklift models. Achieved a 50% reduction in WIP inventory and a 15% reduction in operating expenses.

Manufacturing Engineer 1993-1994

Managed all manufacturing related issues for the assembly of 11 forklift models including the release of new product, engineering change and continuous improvement activities. Created a manpower model based on forecast and booked sales to accurately project direct labor requirements for the annual business planning process. Chicago Gasket Company, Chicago, IL 1990-1993

A MANUFACTURER OF CUSTOM PTFE PARTS. CORE COMPETENCIES: MOLDING, MACHINING AND EXTRUSION. Held the roles of Manufacturing Engineer and Production Supervisor with responsibilities that included: 8 direct reports, tool and process design and CNC programming. Reengineered scrap recovery to increase sale revenues 300%. EDUCATION

BS Mechanical Engineering: University of Illinois, 1990 IT SYSTEMS EXPERIENCE

Windows Applications

MAPICS ERP

KBM ERP

Oracle ERP

SAP ERP

Business Objects

SQL

SharePoint

ADDITIONAL EDUCATION AND HONORS

HBR Continuing Education Series, 2010

Oracle Application Certification: Oracle University, 2000-2001 MAPICS Certification: KBM Training Center, 1999

KBM Certification: KBM Training Center, 1999

CPIM Certification: DePaul University, 1997

6 Sigma Lean Process Training: JMAC Consulting, 1996 MAC-PAC Expert Configurator Training: Anderson Consulting, 1996 Most Improved Supervisor 1995, Nissan Forklift Corporation NA Front Line Leadership Training: Zenger-Miller, 1995 MAC-PAC MRP-II Overview Training: Anderson Consulting, 1995 Dale Carnegie Training: McHenry County College, 1995

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