ALAN WEBER

Huntersville, NC 28078  704.875.9415 (H), 704.608.2419 (C)  alan.weber929@gmail.com

EXECUTIVE PROFILE
Highly accomplished Supply Chain Leader with a consistent and impressive history of driving cost
savings, productivity enhancement, process improvement, and internal/external customer satisfaction

 Disciplined, organized and motivational executive with 20+ years of leadership abilities and proven success in
Logistics, Sales and Operations Planning, Purchasing, and Manufacturing.
 Career marked by successfully analyzing business challenges, honing in on automated processes, and leading cross
functional teams in developing plans, strategies, and tactics that optimize business performance, reduce waste, and
affect positive customer relations.
 Highly effective management style that promotes a shared vision and quality business relationships with suppliers,
customers, multi-functional teams, and corporate leaders.
 Work closely with operations teams, product managers, leadership teams, key suppliers, and customers to drive
S&OP process enhancements that achieve optimum business results.
 Expert negotiator for win-win partnerships with key suppliers and cost-effective agreements for all materials.
 Embrace technology and avid user of multiple Supply Chain planning tools, Oracle and SAP ERP applications and
PowerPoint and Excel.
 Exceptional trainer and staff motivator committed to quality, productivity, efficiency, and cost containment while
enhancing the bottom line.
CORE COMPETENCIES

Sales & Operations Planning • Business Development • Strategic Sourcing & Development
Planning & Logistics • Supply Chain Consulting • B2B & VMI Management • Inventory Management
Contract Administration • End-to-End Supply Chain Management • CAPEX Management
Software Implementation • Working Capital Management • Change Management
Process Improvement • Scorecard Development • Communications & Negotiations
Team Building & Leading • Staff Training & Development • Business Leadership
Product Management • Problem Solving • Cost Control • Revenue Growth

PROFESSIONAL EXPERIENCE

Huber Engineered Woods  Charlotte, NC 8/2003 – Present

Vice President of Supply Chain (6/2007 – Present)
Direct cross functional staff consisting of Strategic Sourcing, OEM Sales Representatives, Logistics Manager, Supply Chain
Analyst, Transportation Coordinator, and S&OP Manager with an expense budget of $2MM. Lead OEM and Industrial Business
segment for 4 key product lines servicing residential construction business. Create and execute a business plan supported by a
monthly S&OP process to manage sales expectations, operational levels, and optimum finished goods inventory levels.
Administer key procurement functions, strategic sourcing, CAPEX purchasing, and wood procurement to maximize total
delivered cost. Devise and manage logistical plans and functions to maintain on-time shipment performance while leveraging
warehouse network and driving continuous and competitive shipping rates. Display a keen knowledge and understanding of key
supply chain drivers that impact financial success.
 Netted a 10%, $1.1MM cost savings through negotiating and securing a 5-year, exclusive contract extension with a key
supplier (Dow 30 Company) for an enhanced product offering with new pricing metrics.
 Achieved a price decrease of 4.5%, $1.8MM annually through successfully negotiating a 3-year extension for a key raw
material that guaranteed supply in a tight market.
 Provided leadership of project team resulting in 8% capacity growth within existing manufacturing footprint.
 Spearheaded transformation of a key product line with 25% market share, brought negative gross margin and 8-week
customer lead-time to 60% market share, 40% gross margin, and 48-hour lead-time.
 Implemented software tools for spend visibility in support of cross business focus on MRO purchases.
 Developed and implemented an Export Compliance Program that supported Asia and Europe product sales.
  Created and applied supply chain scorecards for vendors that drove continuous improvement, as well as supplier
audits that evaluated their ability to meet quality targets, process maturity, and business continuity.
 Mentored newly hired S&OP Manager and Logistics Manager who advanced in careers and transformed logistics
and planning functions into key strategic value drivers as opposed to cost center.
ALAN WEBER
PAGE TWO

Director of Supply Chain (8/2003 – 6/2007)

Recruited into position and charged with set-up and management of first supply chain team for the business. Managed staff of
15 with expense budget of $5MM, purchasing spend of $250MM, and transportation spend of $55M. Initially focused on
improving purchasing, logistics, and order to cash processes. Established company’s first S&OP process and created demand
planning role for sales forecasting and supply planning role for operations and inventory planning for 18 month time horizon
Mentored and led inside sales team working with customers and managed all commodity sales activities. Assumed
accountability for the Industrial and OEM Business that represented 3% of company sales in 6-product families and overtime
reduced focus to 4-growth oriented product families that currently represent 7% of sales.
 Played key role in business achieving and maintaining a #1 customer satisfaction rating for 7-consecutive years.
 Revamped production planning and inventory management process to optimize production efficiency while growing
on-time shipments from 85% to 98%.
 Created and implemented raw material supply agreements with pricing tied to supplier key raw materials that mitigated
the impact of supply and demand based price swings.

Weyerhaeuser Company  Duluth, GA 1/2000 – 8/2003

Supply Chain Manager
Managed project team of 4 full-time and 12 part-time members that reported to management leaders of 3 Weyerhaeuser
businesses for OSB, Trus Joist, and Distribution. Achieved $30MM in working capital savings and met other synergy targets
for company acquisition of Trus Joist MacMillan. Planned, coordinated, and facilitated plans and programs for all entities and
spearheaded cross business collaboration to eliminate supply chain inefficiencies.
 Managed a $2.5MM software solution implementation including end user training and rollout.
 Established vision to tie the plans of 3-integrated businesses to actual end user demand and eliminated buying and
selling across businesses via an integrated supply plan program that supported a common sales forecast.
 Created and implemented Logility software tools that replenished inventory based on high level sales forecast
disaggregated down to SKU level, applied service level targets to set inventory levels, and provided visibility to
customer service team that built replenishment orders for distribution center based on optimized order builder to
leverage plant inventory, production schedules, and logistics capacity.
 Awarded Weyerhaeuser’s President Award for exemplary project contributions.

Trus Joist MacMillan  Various Locations 8/1989 – 1/2000

Various roles starting as Plant Finishing Manager (1989-1991), Parallam Marketing Manager (1992), Technical Sales
Rep (1993-1994), S&OP Manager (1995-1996), Residential Operations Controller (1997) and Supply Chain
Manager (1998-2000). In 2000 Trus Joist MacMillan was purchased by Weyerhaeuser Company.
Working in a variety of roles developed a well rounded set of experiences that allowed me to supplement my manufacturing
background with a marketing and field sales role, worked with the senior leadership team to re-engineer the business by
implementing an S&OP process and with key customers to enhance the downstream value chain resulting in significant
penetration growth of Trus Joist products.
 Collaborating directly with top 3 Distribution customers developed a growth incentive to leverage their facilities to
mitigate the impact of demand seasonality
 Implemented a supplier managed replenishment program with key retailers to drive increased service levels.
 Working with the leadership team and the Oliver Wight consulting developed a company vision to drive growth,
operating efficiencies and financial results built on a framework of a company-wide S&OP process
 Grew a new sales territory with annual sales of less than $250k to over $3mm in two years
 Integrated the Parallam product family into the mix of Trus Joist products by working with key sales leaders,
customers and operations resulting in share growth that was supported by 2 new manufacturing facilities

EARLY CAREER with Folding Carton Manufacturers working in the areas of Production Supervision, Production Planning,
Quality Management, Inventory Management and Customer Service.
 FORMAL EDUCATION

MBA
LaGrange College, LaGrange, GA (Calloway Professor Award)

BS, Industrial Management, Focus in Industrial Engineering and Management Science

Georgia Institute of Technology, Atlanta, GA