Jeremy Berlinger

Experience

• 

  Deublin Company

  Jun 2016 - Jan 2019

  • Created tools used for capacity planning that drive managerial decision making such as plant-wide resource allocation and workload redistribution• Implemented level load scheduling in model line assembly area as part of top level strategy and created KPI’s used for executive review of the project• Reduced annual setup time by 10% and average inventory by $1,000 in Coolant Value Stream lapping work center through inventory changes and continuous improvement activities• Reduced lead time from 11 to 3 days in Brass Value Stream lapping work center through line rebalancing and continuous improvement activities• Designed job elements, sequence, and timing for a variety of shop floor positions (assembly, material handling, lapping)• Coached shop floor members in problem solving and trained new employees in Lean philosophy and methodology Show less • Created new standard for demand management that contributed to a 13% reduction in part shortages within Brass Value Stream• Led problem solving activities to resolve all part shortages relating to issues with planning, demand, and delivery through implementation of short term countermeasures and recommendation long term changes• Managed execution and control of $24 million in COGS through a variety of buying and planning activities including: purchase order creation, work center scheduling, demand management, supplier follow up, and evaluation of special customer requests.• Monitored and analyzed part usage data to make recommendations to increase/decrease forecast or change inventory planning parameters Show less

  • Kaizen Leader

    Jan 2018 - Jan 2019

  • Buyer Planner

    Jun 2016 - Dec 2017
• 

  Dow

  Jan 2019 - now

  • Managed average inventory of $90 MM, maintained order control and 24 month supply plans for $250 MM in annual revenue, and coordinated asset strategy for $346 MM annual cost of goods manufactured• Expanded the framework for Supply Capability meetings to multiple site locations and 11 Schedulers, improving visibility to the impacts of downtime including the value case for mitigating $6 MM in margin loss and critical path reprioritization capturing $185k in margin• Coordinated ISC activities between Dow and Contract Manufacturer to expand capacity of key intermediates enabling $17.5 MM in margin growth • Restructured order control tables to region and customer specific levels leading to $24.2 MM in backlog reduction • Supported new planning system and multiple digital tools (OMP, OMP-ASP, DOC, MEIO) go-live and ongoing improvement activities and utilized tools to enable over $1 MM in working capital savings• Coordinated global distribution and order confirmation during Force Majeure for key intermediate including external demand in multiple markets and internal demand used in multiple performance centers Show less

  • Global Supply Chain Planner - VAM and Specialty Monomers

    Feb 2025 - now

  • Business Supply Chain Planner

    Mar 2021 - Jan 2025

  • Senior Supply Chain Scheduling Specialist

    Mar 2020 - Feb 2021

  • Supply Chain Scheduler - Consumer Solutions

    Jan 2019 - Feb 2020