1. z:tempwindows2015060415460795ab3e7e-0b86-4add-9fd4-166389060d0a-150604154607-lva1-
app6891.docx Page 1
CH E T NE W M A N CPA* / CMA
7688 Estate Circle Niwot, CO 80503 cell: 720-839-0034  cne9417348@aol.com
MANAGEMENT ATTRIBUTES
CONSCIENTIOUS | COMPETENT |TENACIOUS | LEADS BY EXAMPLE |CREATIVE
AREAS OF EXPERTISE
 Supply Chain Management
 Contracts
 Exception Reporting
 Executive Presentations
 Internal Controls
 Budgets /Forecasting
 Inventory Optimization /Control
 Measurements and Metrics
 Financial Analysis
 Standard Costs
 Operations Management
 Cost Accounting
 Supplier Negotiations
 Transportation
 Internal Auditing
 Yield Improvements
 Data Mining / Reporting
 Driving Cost Savings
 ERP/ MRP Implementation
 Policies and Procedures
 Continuous Improvement (CIP)
 Profit and Loss Statements
 Balance Sheets
 Strategic Planning
Industry Background
Automotive, Aerospace, High Technology, Material Science, Contract Manufacturing
Manufacturing Systems Background (MRP / ERP)
QAD, Ask Manman, Oracle, SAP, Macola, Fourth Shift
Personal Computer Applications
Microsoft Office Suite (Excel, Word, PowerPoint, Outlook, Access, Visio, Project)
CONSULTING EXPERIENCE:
Manufacturing Consulting Group – Owner (23 years)
CARLEX GLASS AMERICA, INC.($200MANNUALSALES)
ACHIEVEMENTS:
 Assisted Senior Management with the development and tracking of cost reduction programs worth
more than $13M over 3 years.
 Worked with Purchasing to clean up > $12M in past due purchase orders. Implemented monthly
maintenance of purchase orders to keep past dues > 30 days below $1.0M.
 Identified > $5.0M in cost saving opportunities (long term supply agreements, rental conversions,
freight charges, discount payment terms, spare parts planning parameter scrub).
 Provided analytical support on key commodities and services (vinyl, packaging, and payroll).
 Developed control books for senior management (Supplier Spending, Contracts, Monthly
Measurements and Metrics).
 Prepared PowerPoint presentations for Senior Management and Parent Company Executives.
 Reduced Supplier base by >50% by identifying inactive suppliers.
 Automated spare parts data input into an Excel file upload for >2,000 new part numbers.
 Reduced rolling stock maintenance expenses by $160K over the 3 year contract.

2. C H E T N E W M AN
2
AST Research Inc. Irvine, CA ($2.4 Billion Annual Sales)
Cost Performance Measurement System Consulting Engagement
 Introduced Commodity Codes on a Global Basis in Order to Organize Over 90,000 Part Numbers.
Com Codes Facilitate Obsolescence Reviews, Help Identify Duplicate Part Numbers, Improves
Data Integrity and Establishes Ownership and Accountability with Strategic Commodity
Management (SCMs). Ownership of the System is Critical to the Success of the Continuous Cost
Improvement / Measurement Program.
 Based on Meetings with Finance, Engineering and Supply Management Developed a Series of
System Generated Material Cost Reports Designed to Improve Internal Communication and
Identify Potential Problem Purchase Orders on an Exception Basis.
 Design and Implementation of a “Landed Cost” Material Receipts Report. Integration of Freight
and Duty Charges into a Comprehensive Purchase Price Variance (PPV) Report. Precise
Measure of Actual Receipt Costs can Assist SCM’s in Making Optimal Sourcing Decisions.
 Prepared Supplier Spending Analysis and Provided Information Services with Reporting
Specifications to Automate the Procedure.
 Redesigned Supplier Profiles to Include Financial Trends and Ratio Analysis (Intended to Provide
Senior Management with an Early Warning System of Core Supplier’s Financial Condition and
Ability to Sustain Raw Materials Shipments).
 Introduced Product Profiles Which Form the Cornerstone of the Material Cost measurement
System for New Products and Volume Products. Executive Summary of the Product’s
Configuration, Customers, Average Selling Price, Sourcing Assumptions, Manufacturing Locations
and Cost Performance over Time.
 Created Projected Spending / Material Cost Target Model.
 Introduced Inventory Turns by Product Line Analysis. Focus on Just in Time (JIT) Deliveries,
Promote Disciplined Purchasing Practices that Reduce Supplier Lead-times, Reduce Inventory
Levels, Increase Manufacturing Through-Put, Reduce Risk of Obsolescence and Encourages
Cash Conservation.
 Implemented Supplier Foreign Exchange Procedure.
 Assisted With Excess and Obsolete Inventory Analysis and Disposition.
 Prepared Departmental Budgets and Provided Support with Procurement Related Policies and
Procedures.
U.S. ROBOTICS($2BANNUALSALES)
 Proposed and implemented soft copy literature to replace the hard copy www.booklet.
Estimated $10M in annual savings including publishing and shipping costs. Also
recommended bulk shipment of inventory and repackaging at the destination to save on
shipping costs (minimize the dimensional shipping surcharge).
 Implementation of Supply Chain Management Best Practices.
Diamond Multimedia ($704M Annual Sales)
 Design, Development and Implementation of an Operational Measurement System (OMS)
that displays both Executive Summaries and Detailed Task Lists. The OMS included > 100
Management Exception Reports covering Costs, Inventory, Metrics, Planning, Spending and
Logistics.
 Distributor Sales Return (RMA) Audit (> $800K recovered).
 Enterprise Resource Planning (ERP) planning, design and implementation.

3. C H E T N E W M AN
3
 Cost of Capital Analysis to obtain most favorable payment terms.
 Foreign Exchange Policy to protect the client against supplier price increases.
 Spending Authorization Matrix to ensure budget compliance and management approval
based on spending type and amount.
 Standard Cost Policy to ensure cost accuracy and protect gross margins.
 Developed and Implemented Purchase Order standard terms and conditions “boiler plate”.
 End of Life (EOL) Policy to ensure coordinated efforts to optimize final build outs and
minimize residual raw materials.
B/E Aerospace (> $700MAnnual Sales)
Special Project for SVP of Sales and Marketing
 Prepared aerospace spare parts “Price book” that increased net profit by $35M in the first
year and estimated $15M in the subsequent year according to the SVP. The challenge was to
standardize and consolidate an Item Master with > 100,000 part numbers from several
disparate databases. This project remains my personal favorite due to its complexity and the
satisfaction of providing my client with a significant financial benefit.
 Contract negotiations and analytical support.
Maxtor Corporation, San Jose, Ca ($1.4 Billion Annual Sales)
Manufacturing Consulting Engagement
 Implementation of Management Exception Reports designed to surface material exposures and
opportunities.
 Design and Implementation of Material Costs Performance Measurement Systems
 Reviewed and Authored Procurement / Financial Policies and Procedures:
 Standard Cost Policy
 Open Purchase Order Cancellation Policy
 End of Life (EOL) Program
 Consigned Inventory Agreement
 Lower of Cost of Market (LCM) Guidelines
 Foreign Exchange Addendum
 Tooling Policy
 Source Code (Free stock) Guidelines
 Scrap Disposition Guidelines
 Coordinated Redesign of Reserve Schedules
 Identified and Managed the Salesof Excess and Obsolete Inventory
Regular Employee Professional Experience
Conner Peripherals Incorporated, San Jose, Ca ($2.0 Billion annual sales)
Materials Finance Manager - Division Controller (1989 to 1992)
Responsibilities and Accomplishments:
 Monthly Measurements of Material Costs / Inventory: Developed an on line extract of the MFG
sites data to improve reporting integrity and shorten the compilation and analysis of purchases in
excess of $1.6 Billion. Present monthly Executive Summaries to top management and drive
corrective actions.

4. C H E T N E W M AN
4
 Standard Costs: Direct the worldwide standard cost roll (4,000+ part numbers). Executive Cost
Summary, Weighted Average Cost Summary by product line, RE 297 Report (Detailed Cost
Worksheet), Electronic update of proposed standard costs. As result of these system
enhancements standard cost accuracy has improved to 99.8% of actual cost.
 Future Purchase Price Variance (PPV) Report: Developed and implemented the Future PPV
Report within all manufacturing sites. Coordinate Commodity Director analysis and corrective
actions (Change the PO per the VPA & LOI).
 Volume Purchase Agreements (VPA): Contract compliance tests (Historical & Future).
 Inventory Management: Analyse current inventory and on order coverage via Supply / Demand
Analysis in order to improve Inventory Turns and mitigate excess and obsolete inventory positions.
Timely disposition of excess materials resulted in a cumulative savings $370K.
 Budget Responsibility: Responsible for four Departments, Corporate Materials, Quality and
Singapore Liaison and Japan IPO. Total budgets $15 million. Manage actual spending and
resource allocations.
 Foreign Exchange Procedure: Initiated and implemented foreign exchange procedure. Restricted
FX language in VPA’s & LOI’s
 Asset Utilization: Encourage effective asset utilization. For example: Sale of extra PPL Flying
Height Tester to vendor, Trade of Zehntel Tester for $74K as partial payment against crystal
liability Computer system integration (shared resources). Director of Scrap Sales.
 Vendor Activities: Ensure vendors are paid on a timely basis. Expedite problem payments.
Developed and Executive Warning System of potential late payments. Contract preparation and
review of: UCC-1, UCC-2, VPA’s and settlement / sales agreements.
 Special Build Request (SBR) Procedure: Developed a closed-loop system to channel SBR drives
back to the MFG site where they can be resold or cannibalized for spare parts. Approximate
annual savings $1.0 million.
 Cancellation Procedure: Developed and implemented a worldwide purchase order cancellation
procedure in order to minimize financial exposures.
 Vendor Sales Order Procedure: Developed guidelines and contracts to ensure timely receipt of
vendor payments.
 Financial responsibilities for > $1.6 Billion in material purchases. Financial oversight ensuring the
correct price, quantity, quality and delivery performance of raw materials and sub-assemblies.
 Developed Management Exception Reports (Forward Cost Model, OPO Exception Report, etc.) to
identify cost avoidance opportunities and actual price to target variance reports.
 Provided the Accounting Department with several policies and procedures (Standard Cost Roll
Procedure, End of Product Life (EOL) Process, Spending Approval Matrix, and Foreign Exchange
Policy).
 Provided Supply Chain Directors with financial analysis of Vendors. Advised the Commodity
Directors to steer clear of commitments that could create significant financial exposures e.g.
Foreign Exchange risk sharing or purchase of speciality M&E on behalf of the Vendor in exchange
for lower unit pricing.
Raychem Corporation – Business Planner (1984-1989)
Business Planner, LAN / MRP Manager
 Financial Planning and Analysis Manager for three manufacturing Divisions: Polyswitch ($18MM
sales), Heater Technology Group ($8MM sales) and High Density Interconnect (start-up).
 Business Planner for Computer and Communications Equipment Market Division ($20 MM sales).
 Acted as Information Resource Manager (IRM) on local area network (LAN) installation and
implementation of “Fourth Shift” material requirements program (MRP) project.

5. C H E T N E W M AN
5
 Prepared annual business, manufacturing, capital and manpower plans.
 Prepared and reconciled the Departmental Expense Budgets (ERBS) to the Business Plans.
 Prepared Domestic and International Sales and Cost of Sales planning schedules.
 Consolidated all supporting annual plans and schedules into Best / Worst / Most Likely Financial
Statements.
 Prepared monthly financial performance packages (financial commentary, Profit and loss
statements, ending inventory trends, sales / cost charts).
 Prepared Actual vs. Planned orders / shipment detail.
 Performed quarterly Slow Moving / Obsolete Inventory analysis.
 Responsible for the month-end close, variance analysis, actual vs. planned financial statements.
 Conducted annual Machinery and Equipment (M&E) audits and semi-annual physical inventories
for the three manufacturing Divisions (Polyswitch, HTG and HDI).
 Assisted upper management to advance the Polyswitch Division from 20th to the 2nd most
profitable division in Raychem in two years.
 Strengthened internal controls regarding inventory and fixed assets.
 Closed the books in the first week and presented financial results by the second week of the
month.
 Managed facility revamp.
 Converted a Vax-based direct labor tracking system to the LAN.
 Implemented Fourth Shift MRP II (special project).
 Full financial responsibility for Polyswitch, HDI and Heater Tech Divisions.
 Three Divisions and no staff required me to acquire advanced personal computer skills to manage
the work load using VisiCalc, Paradox and Word Perfect. As PC applications evolved, MS Excel,
MS Access, MS Word, Visio and MS PowerPoint.
 Assisted with Fourth Shift MRP Implementation.
 Responsible for Standard Costs, variance analysis, budgets, physical inventories and Executive
Management support.
Nippon Electric Company (NEC) – Senior Cost Accountant (1980-1984)
(Supervised 6 positions)
 Monitored $500MM / year WIP (process cost) and FG inventory.
 Established WIP / FG standard costs.
 Determined monthly actual manufacturing costs.
 Presented preliminary variance data to management by the third work day of the month-end close.
 Prepared monthly inventory reserve schedule.
 Prepared monthly product line performance and financial schedules.
 Reduced the year-end book to physical adjustment for raw materials from $70,000 to $300.
 Created an inventory tracking system for $50MM in custom marked FG.
 Shortened the month-end close schedule from 15 to 5 working days.
 Created a monitoring system for parent company transfers.
 Assisted in conversion to automated WIP perpetual inventory unit / dollar reconciliation schedules.
 Assisted in Sales Order System development which tracks inventory from purchase order to
customer invoice.
 Standard Cost Setting, Actual Cost Analysis, RM, WIP and FG Inventory Management, Inventory
Transfers, Variance Analysis, Cost of Sales, ABC Codes and Cycle Counting, Month End Close
Cycle. Established Budgets and analyse departmental spending. Set Direct Labor (DL) and
Overhead Spending Rates (VOH, SVOH and FOH).

6. C H E T N E W M AN
6
PROFESSIONAL ORGANIZATIONS AND AFFILIATIONS
American Institute of Certified Public Accountants (AICPA)
*Completed Uniform CPA Examination 1993
*(Applying for my California CPA license in 2015)
Certified Manufacturing Accountants (CMA) #18519
EDUCATION
University of California at Berkeley
BACHELOR OF SCIENCE BUSINESS ADMINISTRATION
PROFESSIONAL REFERENCES
Kathy Young
V.P. Supply Chain Management (Former)
Carlex Glass Company
615-350-7589
cell: 919-215-3441
curtiny@aol.com
Larry Schiro
Operations Consultant
408-723-7567
larry.schiro@gmail.com
Allen Terry
SCM Consultant
206-409-1921
bainaterry@aol.com