1. JEFF BUTLER LinkedInProfile
Jeffbutlerusaf@gmail.com (214) 673-2815 / (214) 212-5333
INVENTORY CONTROL, PROCUREMENT, &CUSTOMER SUPPORT MANAGER
A versatile management professional offers proven success in leading procurement, inventory control, logistics, and
clientsupport. Managesmultimillion-dollar inventories for government and private sector customers, ensuring timely
delivery,highquality, andstrongcostcontrols.Trainsand leadsadoptionof industry best practices and Lean principles.
AREAS OF EXPERTISE: CUSTOMER SERVICE, INVENTORY CONTROL/MANAGEMENT, PROCUREMENT, OPERATIONS MANAGEMENT,
PURCHASING, NEGOTIATIONS, VENDOR/SUPPLIER RELATIONS, CROSS-FUNCTIONAL LEADERSHIP, QUALITY ASSURANCE
SELEC T C AREER HI GHLI GHTS
 Organizedand monitoredlogisticsto transport Aircraft on Group(AOG) parts fromglobal warehouse network
locationor pointof purchase to the final customerdestination.
 Performedandcontrolled acombinationof manual andautomatedsystemstasks forCardinal Healththatwere
necessaryfordailypick,pack,andshipmentof approximately35,000 productlines;appliedLeanSix Sigma and 6S
principlesto increase productivity,reduce defects65%, decrease overtime 6%, and lowerpersonnel turnover.
 Superviseddailycycle countingactivityandtrainedBombardierAircraftServicesCenters’ warehousepersonnel on
bestpractices, improvingaccuracy from 72% to 97% at two separate service centerlocations.
 AppliedLeanManufacturingPrinciplestoimprove receivingprocesses; supervisedreorganizationofwork areas and
stations to streamline receiptofincoming parts and decrease receivingtime 60%.
PRO F ES S I O NAL O VERVI EW
AOG CUSTOMER SUPPORT OFFICER – HELI-ONE, Las Colinas, TX 2015-2016
Provided immediatecustomersupportin responseto Aircrafton Ground (AOG) requirements,working withthe
MaintenanceSupportCenterto ensureaccurateand timely response.
 Initiatedcustomerorderswithinthe AMOSERPsystem andensuredfrequentandconsistentcustomercontractvia
telephoneandemail communications,includingdailyconference callswithsuppliersandclients.
 Drove collaborationacrosscross-functional departmentstoaidinexpeditingAOGresponse requirements.
 Placedpurchase orderdirectlywithsuppliers andexpeditedshipmentsinprogressasneeded.
 Utilizedmultipleprocurementresourcestosource partsrequiredtosolve AOGrequirements.
 Communicatedstatusupdatestoclients,confirmingorderstatus,shipping data,andarrival times.
AOG BUYER – FLEXJET LLC / ONE SKY, Richardson, TX 2010-2015
Oversawa $30M spend while negotiating costand procurementof critical partnersforFlexjet Fixed Based Operatorsas
well as drop shipments for foreign locations, maintaining flexibility for customer flight schedules.
 Ensuredaccuracy and completenessforall transactions while facilitatingtimelycore returnstoreduce vendor
penalties;alsodecreased warrantypartsclaimstimeframesbycoordinatingdeliveryviaappointedcouriers.
 UpdatedFBOs andMaintenance Coordinators ondeliverystatus whentransportation condition changed.
 CreatedAOGand stock replenishmentpurchase ordersfor stockroomsandcontractedFBOs;ensuredmandate fill
rateswere metand/orexceededtoreduce impact onaircraftfleetdowntime.
 Followedupwith vendorsregardingpast-due deliveries, reducingdailyaverage from (-13) to(-4) days.
2ND
SHIFT SUPERVISOR, WAREHOUSE OPERATIONS –CARDINAL HEALTH, Roanoke, TX 2009-2010
Directed 43 MaterialAssociateswhile leading continuity training forall departments;maintained productivity/quality
during periodsof labor shortages;increased associatesinvolvement,awareness,and adherenceto workpolicies/SOPs.
 Supervised,controlled, andauditeddaily Category Type IIdrugs,includingpicking, packing, shipping,andaccurate
documentation accordingtoDrugEnforcementAgency(DEA) procedures.

2. JEFF BUTLER Jeffbutlerusaf@gmail.com/(214) 673-2815 / (214) 212-5333 / Page 2
2ND
SHIFT SUPERVISOR, WAREHOUSEOPERATIONS continued…
 Maintainedandrepaired equipment(conveyorbeltsystem, forklifts, andmaterial elevator) operationsthroughout
all shiftswhile ensuring all equipmentwill be operational forfollowingshift.
 Monitoredandmaintained medical freezerstemperaturesforvariesmedication asprescribedbymanufacturers
storage requirements;achievedanactive,no-notice practice of emergency shutdownprocedures,including
eliminatingwaste of highlyvaluable product.
 Managed facilitysecurityprocedures,ensuringproperoperationof alarmsystems while enforcingcontrol entry and
exitpointstoeliminatepossible robberythreats.
SHIPPING TEAM LEAD– ERICSSON (CORESTAFF, CONTRACTOR),Irving, TX 2008-2009
Managed 21 MaterialHandlers and a $100K+ shipping budget.Created SOPsforinternationalstaging of outbound
shipmentsand established KPIs;developed PowerPointpresentationsformanagerusein executive-levelmeetings.
 Draftedfloorplansforwarehouse reorganizationto enhance workflowandmaximizestorage space.
 Assistedwithapplicationof LeanManufacturingprinciples inordertoimprove overall warehouseperformance;
increasedcycle countingaccuracy,reducedpicking,packing,andrestockingtimes,andenhancedstaff safety.
 Coordinatedreplenishmentof operatingmaterials/suppliestosupportdailyoperations.
 Interfacedwithcarriersforoptimize delivery costratesand drive on-time deliveryaccuracy;oversaw file claimsfor
missingordamage inbound/outboundproperty.
MATERIALS SUPPORT SUPERVISOR – BOMBARDIER AIRCRAFT SERVICES CENTERS, Addition/Dallas, TX 2005-2007
Supervised 19 employeesacrossmultiple functionalareas,overseeing ground supportequipment,maintenance,and
repairs while ensuring availabilityof techniciansin order to minimize downtime.
 Researched,procured,andimplementedanew tool managementsoftware application;oversaw barcodingof
calibrated/non-calibratedtools,productionof tool catalogs,and tool trackingforinternal/external issue requests.
 Conducteddailyauditfacility housekeepingandcommunicateddailywithcontractors regardingdeficititems.
 Implementedcross-trainingof material handlingfunctionsandtrained stockroompersonnel toprocess
unserviceable inventory;reducedtransactionprocessing from7workdaysto 24 hours as a result.
 Decreased dailyunserviceableassetsfrom400 to 65 unitswithintwomonths.
LOGISTICS SUPERVISOR – BOMBARDIER COMPLETIONCENTER, Tucson, AZ 2000-2004
Managed 57 employeesacrossmultiplefunctions forthe managementof an inventory valued in excessof $138M.
Received an averageof 350 purchaseordersand 275 manufacturingreceiptson a daily basis.
 Trainedstaff in researchingandcorrectingdailyinventoryinaccuracies toreduce adjustments86%.
 Managed andsupervisedthe reduction of approximately 550 backlogged cores,whichpreventprocurementof
additional inventoryandmaintain overallinventoryvalue.
 Consolidatedthree stockroomsintotwoandimproved inventoryaccuracy rate from 63 to 98%; reduced storage
33%, decreaseddailycycle countlaborhours 35%, and reduce personnel needs.
 Eliminatedstockroombins andunusable remnantmaterials,increasingcycle countaccuracyfrom 68 % to 100%.
 Enhanced inventoryvisibility andreduced backshopworkstoppagesby95%.
*Career Note:Prior experienceincludes LogisticsManagerforthe US Air Force,serving in England,Germany,Merced,
CA,and Tucson,AZ.Supervised and trained 28 buyers,planners,and materialhandlerswhileoverseeing inventoriesfor
varioustypesof aircrafts.Received theAir ForceMetal by Organization foroutstandingperformance.
ED UC ATI O N & C RED ENTI ALS
Lean Six Sigma Yellow Belt / Lean Manufacture Course / DEA Blue Book Certification
Air Force Train-the-Trainer / Air Force Leadership & Management / Inventory Management Courses
Technical Skills: MRP Systems, SAP, AS400, Metric 4,Quantum, Pentagon, CAMPUS, and MS Office