This document is a resume for Steve J. Larson, who has over 25 years of experience in supply chain management roles. It summarizes his career history working for various manufacturing companies in materials management, production management, and inventory control roles. For each role, it lists his responsibilities and accomplishments, which include improving on-time delivery, implementing lean practices, and reducing inventory levels. The resume emphasizes his strengths in strategic planning, process improvement, and team leadership.

1. STEVE J. LARSON
66329 N. Lakeview Rd., Unit 2, Sturgis, MI 49091 ▪ 7 65.419.8388 ▪ Email: Larsonweaver7 65@yahoo.com
SUPPLY CHAIN MANAGER
EXECUT IVE SUMMARY
Visionary and results driven Supply Chain Manager that offers a solid, verifiable career track ofsuccessfully
propelling operational growth and profitability. Outstanding ability to effectively identify opportunities, develop focus
and provide tactical business solutions. Exceptional communicatorwith strong negotiation,problem resolution and
client needs assessmentaptitude.
PROFILE
Accomplished business manager with an impressive record ofachievementin designing strategies, analyses,
processes and operations ofall production, assy and sub-assy to improvefinancial performance
Hands on management experience in all facets ofbusiness, with notable contributions as an inventory and
finance manager, able to buildlean organizations and capture emerging business opportunities
Pedigreeofproven performance in the following:issuediscovery andresolution,contract negotiations,customer
relationshipmanagement,teamcollaboration,andprocessinnovation
CORE COMPET ENCIES
 Strategic Business Planning
 Budgeting & Cash Flow Optimization
 Team Building & Leadership
 Multi-Site Inventory Management
 P & L Accountability
 Multiple MRP & ERP Management
 Purchasing &Inventory Analysis
 Client & Vendor Relations
 Policy &ProcedureFormulation
 Material & Production Control/Kanban
 Production &Logistics/Project Management
 Supply Chain Management
RECENT EMPLOYMENT EXPERIENCE
SUMMIT POLY MERS, US-Michigan-Sturgis 2016 –2020
Materials Manager
Responsible for the coordination, planning, and organization ofmanufacturing procedures and operations to accomplish
workflow, expediting objectivesin accordance with production and delivery schedules and maintaining closesurveillance
over operations to assure scheduled material shortages and other problems obstructing production.
 Plans and coordinates production scheduling with outsidevendors.
 Manages and coordinates inventory control and order entry functions.
 Coordinates and controls raw materials ofresins and paints.
 Maintains inventory levels within minimum and maximum levels specified—lowestamong corporation FG/WIP
inventory of4.5 days on hand.
 Recommends modifications based on plannedand projected schedules.
 Participates in and implements general admin and technical programs involving communications and staffing.
 Reports to and supports corporate materialsmanageras needed.
 Conducts vendor audits in coordination with corporate supplierdevelopment manager.
 Responsible for quarterly and annual physical inventories.
 Managers and directs shipping, receiving and customerserviceas needed.
 Maintains and directs all traffic and transportation issues with the Syntech Plant. Maintained lowestlogisticscost
initiatives among corporation--under 1.75%freight as % of standard material.
MORGAN OLSON, LLC, US-Michigan-Sturgis 2015 –2016
Materials Manager
As Materials Manager, responsiblefor ensuring the highest accuracy ofinventory levels throughout the year, directing the
write-offor sale ofslow moving or excess &obsolescent inventory,managing the shipping &receiving functions ofthe
company, overseeing the storage of rolledaluminum and sheet aluminum, sub-assemblies, and finished goods,
maintaining a good working knowledge ofthe JD Edwards software, working on continuous improvement in the areas of
productivity, planning and directing material handling activities.
 Oversaw creation ofwork orders and approved purchase orders while maintaining material flow.
 Developedand implemented inventory control procedures ofrolled and sheet aluminum and sequencing of
operations within the department to optimizeflow.
 Created and managed an aggressive cycle countscheduleofover 8,000 SKU’s.
 Monitored service schedulesto dealerships.
 Implemented new processes and SWI’s to support the organization.

2. ST EVE LARSON PAGE T WO
KATECHO, US-Iowa-Des Moines 2014 –2015
Material Control Manager
As Material Control Manager,responsiblefor managing and establishing procedures for taking and valuing monthly
inventories, monitoring maintenanceofperpetual inventory system to ensurethe highest degreeofaccuracy throughout
the year, managing the disposal ofall hazardous wasteas well as proper documentation,streamlining operations for
maximum efficiency.
 Launched new ERP system without impacting production.
 Developedand implemented inventory control procedures ofmedical devices and sequencing ofoperations within
the departmentto optimize flow.
 Managed and directed the Materials Department personnel in the areas ofstaffing, developmentand training, and
rewarding, reviewing and disciplining associates.
 Responsible for all logistic services, low-cost direct billed shipping, and facility capacity planning.
 Ensured documentation and system compliance in the Materials Department according to applicable internal
requirements to meet regulatory standards (i.e. ISO9001, ISO13485, and FDS, Title 21 Part 820, QSR, etc.)
C & D TECHNOLOGIES, US-Indiana-Lafayette 2013 –2014
Materials Manager
As Materials Manager, responsiblewith maintaining 95%on time delivery to ourcustomers, initiating a 10%decrease in
raw material and purchased finished inventory and offering leadershipoverday to day operations.
 Spearheaded methods to identify potential shortages in this unique industry ofmade to order lead acid batteries
assembly process.
 Exercisedleadership in team building, mentoring, and growth among over 200 associates,supervisors, and
managers.
 Identified and executed lean manufacturing methods over 12/24 month old slow moving, high dollarmaterials.
 Orchestrated over 95%on time delivery to overseas and North American customers ofUninterrupted Power
Sources ofnuclearand missile silo batteries, telecommunication batteries, among others.
BRIGHTPOINT NORTH AMERICA, US-Indiana-Plainfield 2011 –2013
Materials Supervisor
As Materials Supervisor,responsiblewith guiding the team, maintaining 99.5%cyclecount accuracy, maintaining 99.9%
inventory dollar accuracy, 95%on 6S audits, 4 hour dock to stock receiving, implementing material review board to
evaluatecauses ofscrap and bettersupplier relations and exercising leadership over daily operations.
 Conceptualized,authored and implemented standard operating instructions while adhering to current processes
involving production, assembly and kitting ofphones, accessories and otherITtechnologies.
 Provided leadership in team building, mentoring, and growth among associates.
 Managed projects to review inventory accuracies, bin verification and maintenance.
 Worked with planning on build plan, attach rates and warehouse transfers to keep operations in supply.
 Executed transferorders among BrightPointplants and sales ordersto outside customers.
 Worked with procurement on receiving discrepancies involving shortages/overages, damages, P.O.’s, non -
inventory itemsas well as unidentifiable materials.
 Worked cross-functionally with other members ofthe organization to keep equipmentrunning, maintaining
supplies and other duties.
 Performed lockdown procedures after identifying items not usedover90 days to help increase sales to future
customer prospects.
NSK PRECISION AMERICA INC, US-Indiana-Franklin 2010 –2011
Production Manager
As Production Manager, responsible with learning product mix, delivery, and currentproduction challenges. Worked
closely with production planning department to maintain customer schedules, implementedlean manufacturing practices,
reduced WIP and directed the day-to-day production towards those goals/objectives so execution is part ofthe
organization’s everyday effort.
 Analyzed demand forecasts, inventory levels and production capacity to determine short and long-range plans.
 Organized and analyzed manual production systems to includedepartmental production and labor tracking,
performance analysis, and line scheduling.
 Demonstrated leadership and direction through communication with team members at all levels ofthe company.
 Ensured employeerelation consistency on the flooracross departments and all shifts.
 Developedstaffing and labor efficiency plans to includeaggressivecross-training initiatives.
 Produced weekly, monthly and quarterly reports as directed.
 Implemented cost reduction and lean principles in all aspects ofproduction.
 Launched new plans to operate 24/7 while allowing employees time offwith zero downtimeand minimal OT.
 Created elaboratetracking system to track production and focus on bottleneck departments.

3. ST EVE LARSON PAGE T HREE
 Synchronizedproduction and assembly schedules while minimizing scrap and increasing capacity from 6,500
pieces per day to over10,000 while ensuring company objectives are achieved.
 Created elaboratetracking system to track production and focus on bottleneck departments.
 Executed recording system to track directlabor’s performance and training.
 Presented Operations & Summary meetings to Plant Manager, COO, & VP ofOperations and Sales.
CHRY SLER LLC, US-Indiana-Kokomo 1993 –2008
Material Control Supervisor (2006 –2008)
High profile supervisor charged with furnishing leadership over daily operations, shift change and staffmeetings for 35
employees in shipping/receiving and production/assembly ofcast aluminum and transmission componentry.
 Orchestrated production, assy and sub-assy schedules to guaranteeour daily rate with zero downtime.
 Engineered directives to reduce number ofservice assembly and sub-assembly parts past due per our shipping
requirements from over300 parts to less than 10 in less than 1 year.
 Conceptualized innovative concept to identify which departmentwas the bottleneck ofeach and every part
number and get a committed/attainable service part build schedule in sub-assembly and assembly depts.
 Mentored coworkers and upper management on lean manufacturing initiatives that would dramatically reduce
inventory float levels without running out ofparts saving over $30M in inv entory.
 Authored financial control documenton how to properly accountfor scrap utilized by supplemental capacity
suppliers saving $100K’s. This was authored for all parts including production, assy and sub-assy.
 Oversaw and sustained production/assy/sub-assy schedules to ensurecompany objectives are achieved.
 Launched part containerization for line side presentation for all part types.
Non-production Material Analyst (2004 –2006)
As Material Analyst,challenged to follow-up on non-productivematerial in plant for maintenance personnel as well as
establish part numbers for restricted/hazardous materials.
 Spearheaded shipping procedures for tooling and machineparts.
 Organized and inputted requests for materials to ensurepropercost allocation.
 Steered activities to retain accurate inventory levels and records in regards to pricing.
 Guided initiatives that were implemented to ensure all receipts ofmaterials entering plant with or withoutproper
paperwork were addressed.
Bailment/Records/Supplemental Analyst (2001 –2004)
Lead Analyst accountablefor executing and processing reconciliations for miscellaneous receipts, foreign receipts,
supplemental inventory adjustments, in-transit adjustments, pseudo receipts, old advanced shipping notices.
 Instrumental contributor to advancement ofseveral inventory management and security systems.
 Verified and approved receipts for duplication, disputes, and deviations.
 Collaborated with logistic coordinators on in-transit floats in addition to instituting float levels for accurate
release to suppliers.
 Executed proper bills ofmaterial records and changing effectivity dates with engineering part changes and also
while phasing in/out suppliers.
Service Scheduler (2000 –2001)
As Service Scheduler, selected by organization to conserverecord integrity, furnish delivery schedules to customers,
synchronize material,preserve bills ofmaterial records, enter onlineshippers, correct rejectedadvancedshipping notices
and adjust receiving discrepancies.
 Modified release schedules for production, assy and sub-assy parts that were rejected by MOPAR.
 Regulated purchaseorders for pack sizes and lead-times for all part types.
 Utilized manufacturing group accounting to formulatecosts for finished and in-process materials.
 Coordinated potential buyers ofexcess and obsolete material as well as other outsidesales in excessofcosts.
Production Control Analyst (1997 –2000)
As Production Analyst, responsible for constructing and updating releases, crafting purchaseorders, maintaining supplier
contacts, reconciling errors in records and evaluating inventory floats for all production, assy and sub-assy.
 Communicatedwith suppliers to affirm production in plant.
 Facilitated filing ofunsatisfactory supplierperformance reports.
 Elected by organization to uphold QS9000 controlled documents and wroteStandard Operating Procedures.
 Directed proper inventory flow throughout the plant.

4. ST EVE LARSON PAGE FOUR
PREVIOUS EMPLOYMENT EXPERIENCE
Manufacturing &T ool Engineering Clerk, CHRY SLER CORP, US-Indiana-Kokomo 1996 –1997
Non-production Material Analyst, CHRY SLER CORP, US-Indiana-Kokomo 1996 –1996
Payroll Clerk, CHRY SLER CORP, US-Indiana-Kokomo 1995 –1995
EDUCAT ION AND PROFESSIONAL DEVELOPMENT
Master of Business Administration, Indiana University-Kokomo, US-Indiana-Kokomo
Bachelor ofScience in Accounting, Southern Illinois University-Carbondale, US-Illinois-Carbondale
PQI (Product Quality Improvement) certification
STRS (Salary Time Recording System) certification
OSHA (Occupational Safety &Health Administration) certification
►Completed Training:Leadership,COS (Chrysler Operating Systems),Hazardous Waste, QS9000 (Quality Standard
9000) Leadership, SMART(Supplier Material Resource Tracking), PCO (Production Control Operations), PFMEA
(Problem Failure Mode Evaluation &Analysis), LPA (Layered Process Audits), Control Plan Development and Execution,
LEAN Assessments, PPSR(Practical Problem Solving Reports), NCT(Non-Conformance Ticket)