Jessica Claire
  • , , 100 Montgomery St. 10th Floor
  • H: (555) 432-1000
  • C:
  • Date of Birth:
  • India:
  • :
  • single:

Accomplished and energetic hands on individual with a solid history of achievement in management and operations. Motivated leader with strong organizational and prioritization abilities. Areas of expertise include, Materials Management-Inventory, Supply Chain, Process Improvement and Leadership.


Proven Inventory Management skills

Leading Lean Manufacturing projects

Architect experience with ERP software

5S implementation tools for supporting safety

Management experience for over 15 years

MATERIALS MANAGER, 04/2016 - Current
Tenneco Automotive Chakan, IN,
  • Meet Generac's KPI goal of 95% inventory accuracy and implemented A, B, C analysis for cycle count program. PFEP, system driven material flow, driving accountability through the materials team for accurate and timely transactions reducing lost part and count inaccuracies. Problem: Generac's cycle count results were in the 60 percentile leading to the high cost of expedites, lower productivity on the manufacturing floor and resulting in negative financial results due to write offs.
  • Increased warehouse and manufacturing capacity. Assisted with a multi-million dollar warehouse and test cell expansion project, set up material flow, bin locations, storage types and racking. Problem: Generac was spending too much on freight and handling from our Hub for items that could come direct to Oshkosh location saving 100K a year in freight.
  • Successfully moved two product families from Generac's mobile business group to the Oshkosh commercial and industrial facility. Resulting in 15 million of increased C&I business and allowing the mobile group to expand to meet growing demand. Worked with cross functional teams including engineering, data governance, supply chain and procurement to ensure a successful product launch at Oshkosh C&I group. Problem: Due to increased demand, mobile business group was missing customer delivery dates and needed to limit their scope of work to increase efficiencies.
  • Increased picking productivity in the central warehouse by 70%, report weekly metrics to Supply Chain Manager. Reorganized the warehouse, created short pick path picking lanes, renamed bin locations and labeled racks. Used storage type logic creating common locations for high runner parts that are easily accessible for picking team. Resulting in improvement for picks per man hour and pick errors. Problem: Needed to improve cost of indirect labor, improve pick errors and be able to respond to the needs of assembly quicker.
  • Implemented standard processes in the factory, cross training team members to work in other departments to allow flexibility and consistency with the work flow. Created standard work documents to support the Materials Team. Problem: Inconsistent work process, inability to cross train team, too much tribal knowledge and lack of work instructions to be efficient as a team.
  • My role supports Materials Management, shipping, receiving and all warehouse activities.
MANAGER INVENTORY/Logistics Manager, 06/2014 - 04/2016
Orion Energy Systems City, STATE,
  • Reduced quarterly physical inventory shrink by 50%. Established Cycle Count Program to address inventory errors. Implemented a process for returned goods, charging out scrap and damaged fixtures to the appropriate accounts. Problem: Inventory errors were having a negative impact on company financials.
  • Increased productivity in Central Stores picking by 30%. Leveraged ERP software to create auto generated pick journals to collate SKUs reducing travel time for pickers. Problem: Current staff was having trouble keeping up with work load.
  • 362,000 freight cost savings since April 1st 2015. Evaluated freight spend, implemented 3rd party logistics to negotiate reduction in freight rates with current carriers, reduced freight claims by 50%. Problem: Company freight costs were too high as a percent of sales.
  • 90% reduction in quality issues due to part usage errors. Evaluated 15K to 20K SKUs to determine replenishment strategy for manufacturing, implemented kitting by production order. Problem: Quality issues due to incorrect part usage was affecting customer confidence.
  • Responsibilities include: Manage employees, maintain plant quality, lead physical inventories, drive process improvements, report monthly KPI's, established cycle count program.
Kohler Power Systems City, STATE,
  • $250,000 cost savings for fiscal year 2011 by eliminating annual physical inventory, maintained 99% inventory accuracy and counted 99% of the average inventory dollars. Designed, implemented and maintained cycle count program, responsible for $75MM in total inventory dollars and over 45K SKUs. Problem: Physical inventory was too costly to shut down operations and to pay hourly inventory wage increase.
  • Increased on time to customer by 29% and achieved an 89% reduction in lost part occurrences from 2010 to 2014 using Lean Manufacturing principles. Removed components line side, leveraged ERP software to implement kitting and sequencing by material family, set up 2-bin replenishment at point of use for hardware. Set up and introduced bar code technology for KPS to help track material movements in the plant. Developed Engineering Change Board to manage timing of BOM changes to avoid inventory errors. Supervised Purchasing Planners to ensure on time part availability. Problem: Part shortages were driving down productivity and on time to customer metric.
  • Responsibilities included: Supervised Purchasing Planners and Materials Associates. Correspond with Buyers and Production Planners to achieve on time delivery of purchased parts to meet production goals. Maintain inventory accuracy plant wide, track and report department KPI's.
Spring Valley Turf Products City, STATE,
  • Implemented Cycle Counting, performed Annual Physical Inventory. Managed an average of $2MM-$4MM in average inventory. Activities helped to identify inaccurate material shrink and stop large inventory adjustments often exceeding over $10,000.
  • Reduced defects by 80%. Implemented quality control program including standardized quality metrics for vendors. Improved screening process to achieve quality assurance and first pass yield. Problem: losing golf course turf customers business due to poor particle size quality.
  • Master Scheduling Plant Production. Assisted in the design and implementation of a master schedule for production based on standard hours and machine capacity. Problem: Customer satisfaction was low due to missing commitment dates.
  • Responsibilities included; Managing production staff, supervising Logistics and dock activities, Master Scheduling, coordinating product needs with customer service department, completion of regulatory agency documentation and reviewing department budget goals.
Education and Training
CPIM Certification: Supply Chain Management: , Expected in
APICS - Milwaukee, WI
AA Degree: , Expected in
Cypress College - Cypress, CA
Bachelor Degree: Business, Expected in
Long Beach State - Long Beach, CA

Stopped my senior year due to personal events, plan on finishing.

Additional Information

Awarded Significant Contribution and Achievement Award, Kohler Power Systems (Spot Bonus) 2011

Rewarded Generac stock retaining bonus for outstanding accomplishments for 2018

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School Attended

  • Cypress College
  • Long Beach State

Job Titles Held:

  • MANAGER INVENTORY/Logistics Manager


  • CPIM Certification: Supply Chain Management
  • AA Degree
  • Bachelor Degree

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