DAVID P.

GAWTHROP
918 Heartland Drive, Ft. Wayne, IN 46825
Home (260) 490-6101
Executive Profile
Accomplished Supply Chain & Operations executive with extensive experience build
ing and leading global supply chains, operations and distribution enterprises. C
areer record delivering ]$350M of cost reductions and ]$200M of cost avoidances.
Proven skills in creating, implementing and optimizing supply chain and lean op
erational strategies, includes global procurement, transportation/logistics, dis
tribution and warehousing. Proven skills in multi-million dollar contract negoti
ations, managing customer relationships, implementation of Lean & Six Sigma oper
ational best practices, ERP, WHM & TMS software system integration. Strong skill
s in supplier development, organizational assessment, developing and leading cro
ss functional teams. Strategic and tactical leadership skills integrating, turni
ng around, consolidating and leveraging supply chains, logistics and warehousing
operations reducing costs, driving efficiencies and improving profitability.
Core Competencies
* Global Supply Chain Management
* Organizational Assessment & Development
* Operations & Manufacturing Management
* Global Logistics and Warehousing
* Strategic Sourcing Planning & Execution
* Merger & Acquisition Assimilation
* Inventory & Asset Management
* Commodity & Market Analysis
* Lean Operations Integration
* Change Management Leadership
Professional Experience
HERITAGE FOOD SERVICE EQUIPMENT 10 - 09
Vice President of Supply Chain (Contract)
Hired to reorganize and restructure the supply chain, material planning and dist
ribution groups to position the company for sale. Oversee 85 Purchasing, Warehou
sing/Distribution, Inventory Control, Warranty/service team members in 7 locatio
ns.
* $550K saved re-negotiating 3PL freight service contract.
* $1.7M saved applying hedging strategies for major commodities plus saved $350
K in cost avoidances.
* Reduced inventory ]18% and increased turns 20% by improving MRP demand planni
ng and fulfillment process.
* 70% reduction in overtime and 25% productivity increase by restructuring ware
house operations.
* $500K expense reduction created by implementing a web based customer material
return policy and process.
* $1.3m savings captured by initiated and negotiated with the State of IN and A
llen County tax abatements and training grants.
* Negotiated over $200K in savings for various shipping supplies, office suppli
es and office furniture.
* Re-organized Supply Chain Department of 26 employees reduc headcount and incr
eased output by 20%.
* Implemented ERP & WMS system upgrades that improved material planning process
and order fill accuracy rate.
FDG GROUP (A private equity group) 06 - 08
Senior Vice President Global Supply Chain Management
Transferred to the FdG Group to restructure the supply chain, quality, warehousi
ng and logistics functions for 7 independent business groups with a $1.2B collec
tive spend. Oversaw 12 distribution centers, sourcing engineering staffs, 5 sour
cing/logistics offices in China, India, Canada and Mexico.
* Opened two bonded warehouses in China and developed strategic relationships w
ith 8 new Asian suppliers.
* Re-structured 11 supply chain teams creating performance metrics aligning Sup
ply Chain groups with Operational objectives.
* 20% reduction in inventory in $4.5M.
* Leveraged and saved $2.1M in telecommunication services, rents, leases, contr
act employment, travel and energy.
* After an acquisition, lead the assimilation and integration of new supply bas
e reducing the number of suppliers by 30%.
* Developed a standardized process for collecting financial data to measure & c
ontrol material cost variances.
* Implemented single source indirect materials contract extracting 18 suppliers
saving ]$700K on consolidated demand.
* Saved $5.5M in purchasing costs for metals, chemicals, packaging, resins and
capital equipment by vendor consolidation.
* Improved working capital by $7M, increased inventory turns from 6 to 12 turns
/yr & lowered finished goods inventory by 35%.
* Initiated and outsourced manufacturing operations to China and Mexico saving
]$2M in labor, scrap and overhead.
* Negotiated VMI programs reducing raw material, WIP and finished goods invento
ry from $1.4M to $0.
* $7M saved by creating a TCO cost model tool utilized negotiating the purchase
of capital equipment.
POLAROID - DIGIMARC CORPORATION - Ft. Wayne, IN 2002 - 2005
Vice President of Operations
Recruited to execute and manage the transition of the manufacturing, distributio
n, supply chain and quality teams from Boston, MA to Ft. Wayne, IN. Full P&L acc
ountability, staffed and managed 75 employee operation for the manufacturing, so
urcing and international distribution of identification equipment, raw materials
and warranty repair operations with $165M in annual sales.
* Relocated a 75 employee operation from Boston to Ft. Wayne under budget, insi
de planned timelines maintaining 100% customer satisfaction while achieving reve
nue growth of ]15% each year.
* Delivered materials, freight and overhead cost reductions resulting in total
savings that exceeded $22M.
* Deployed "Lean Manufacturing" principals achieving a 100% on time delivery of
over 19000 image & data capture systems.
* Increased warehouse pick rate 30%, accuracy by 15% and achieved on time order
fulfillment rate of 100% year over year.
* Lead the successful implementation of ERP and WHM software systems.
* Developed and negotiated contract manufacturing and software engineering serv
ices saving in excess of $3.5M in S&GA.
* Reduced field service headcount by 30% by improving on time material deliveri
es to customers from 70% to 100%.
* Formed cross functional sourcing teams that selected and qualified global sup
pliers improving cost, quality & delivery.
* Developed strategic relationships with subcontractors (Dell, IBM, Arrow) impl
ementing direct drop programs saving over $3M.
TOKHEIM CORPORATION - Ft. Wayne, IN (Petroleum Pumping and Distribution Equipmen
t) 1998 - 2002
Director of Global Procurement and Logistics
Recruited to integrate a merger and leverage the procurement of $550M in materia
ls and services for 7 international capital equipment manufacturing facilities (
petroleum dispensing equipment). Lead 23 direct reports coordinating the strateg
y development and execution of all material and service procurement. Implemented
supply chain best practices and restructured the global supply chain group. Dir
ected and lead all major contract negotiations. Managed purchasing, supplier qua
lity and performance metrics. Developed sourcing, qualification and administrati
ve purchasing policies and procedures. Created formal cross-functional global co
mmodity teams chartered to source and qualify new suppliers supporting Six Sigma
and Lean Manufacturing initiatives. Lead the sourcing for all production materi
al, capital equipment, MRO and freight for Tokheim and three subsidiaries.
* Negotiated $96M in cost reductions for steel, copper, aluminum, castings, ele
ctro-mechanical, electronic & plastic commodities by leveraging aggregate demand
thru supply based consolidation, optimized hedging strategies & developed suppl
ier alliances.
* Negotiated $2.5M in tax abatements, training grants and utility rate concessi
ons with the State of Indiana and utility providers.
* Negotiated $7.5M in cost reductions for small castings, plastic and machined
parts by developing suppliers in India and China.
* Negotiated $840,000 cost reductions & reduced inventory $3.2M by implementing
MinMax, VMI & KanBan procedures.
* Saved ]$5M in high precision machined components by outsourcing to regional a
nd international sources.
* Assimilated a 60% increase in supply chain activity after the acquisition of
a competitor, with no additional manpower.
ST. GOBAIN - Muncie, IN 1992 - 1998
Director of Purchasing
Recruited to centralize and restructure the purchasing department responsible fo
r $450M in materials and services supporting 28 manufacturing centers. Leveraged
the consolidated material requirements negotiating ]$70M in price reductions. P
erformed organization, supplier and process assessments, pinpointed weaknesses a
nd inefficiencies, made timely corrections and changes as required. Implemented
B2B purchasing software, automated key performance reports and S&OP software too
ls.
* Executed a supplier reduction strategy for three major commodities and negoti
ated a savings of $43M over 3 years.
* Negotiated $150M multi-divisional contracts for packaging materials saving $2
1M over 4 years.
* Developed a corporate wide pallet purchasing and exchange/repair program savi
ng $5.3M on $35M of purchases.
* Reduced inventories for indirect supplies 30% ($21M to $14.5M) utilizing VMI
and consignment programs.
* Developed a freight procurement consortium with key suppliers saving $2.5M on
$27M of freight purchases.
* Assimilated and managed 250% increase in supply chain activity after two merg
ers and an acquisition.
GENERAL ELECTRIC CORPORATION - Turbine Engine Group - Fort Wayne, IN 1984 - 1992
Purchasing Manager
Responsible for managing the activities of 4 Buyers and 3 Contract Administrator
s for $200M in global purchases of electronic components, hardware, test equipme
nt, contract manufacturing services and indirect supplies. Sourced, audited requ
ests for quotes, selected suppliers and conducted contract negotiations. Complet
ed General Electric's two year "Sourcing Management Program".
* Supervised negotiation strategies for all purchases in excess of $100K spearh
eading a total savings of $7.5M.
* Directed an Inventory Reduction Team, reducing production inventory from $48M
to $32M over a 12 month period.
* Co-Chaired a team which implemented MRP and shop floor material control softw
are program.
* Developed and conducted C.P.M. and APICS training programs for Purchasing and
 Material Planning personnel.
* Served four years on General Electric's Aerospace procurement team developing
and executing purchasing strategies for $70M in indirect materials and services
for 16 GE manufacturing facilities.
MRO Buyer/Contract Administrator
Responsible for sourcing and negotiating contracts for indirect materials, servi
ces and capital equipment.
* Reduced indirect inventory $1.3M, increased inventory turns from 2 per year t
o 4 saving $400K in G &A and inventory costs.
* Negotiated $140M in long term raw material contracts, capital equipment, leas
e and rental contracts saving ]$10M.
* Implemented an E-B2B VMI contract for MRO materials saving $280K per year on
administrative and material costs.
Manager of Supplier Quality
Supervised 27 salaried engineers and union employees overseeing the receiving an
d inspection of various electrical, electronic, sub-assemblies, plastic and hard
ware commodities. Reviewed and approved quality inspection plans, oversaw return
to vendor materials, supplier corrective actions and MRB activity. Performed pr
oduction planning, inventory control and general administrative duties. Transiti
oned the quality department from Cincinnati to Ft. Wayne, staffed and trained ho
urly employees. Completed General Electric's two year leadership training progra
m, (L.E.A.D.S.)
Education
Park University
* Bachelor of Science Business Administration
* Bachelor of Science Human Resources Management
Professional Development
* ISM - Certified Purchasing Manager (C.P.M.)
* Certified Production & Inventory Control Manager (CPIM)
* GE - Leadership Training Program (LEADS)
* GE - Supply Chain Management Program
* Six Sigma Certificate - Villanova University
* President of local Institute Supply Mgt. Chapter, 1996 to 1998
* Customer Relationship Management Certification