Stan Burton

From Nov 2014 until I retired in 2019 I functioned as the Material Manager, in charge of the purchasing and contracting done by our divisions. I continued doing the items listed as Supply Supervisor during this period. I worked with the Department of Conservation and Development with various recycle and contracted garbage pickup issues. I worked with Health Services as their Strategic National Stockpile manager. I worked with the Sheriff's Dept in their Office of Emergency Services as their Logistic Chief. Several of the items were as follows:

• Maintained material control and information systems, supporting manufacturing and balancing inventory surpluses with customer demand.
• Managed subordinates and gave directives, drafted schedules and comprehensively evaluated performance.
• Worked closely with purchasing team, leveraging power of commodities and materials in outlining trade and distribution agreements.
• Monitored safety stock levels and established order policies to balance inventory availability with minimal investment.
• Communicated regularly with suppliers to uphold accountability for quality standards and timely delivery of goods.
• Negotiated pricing and terms with vendors to secure best value for the County.
• Hired and trained purchasing staff to improve effectiveness of purchasing operations.
• Facilitated resolution of vendor disputes and discrepancies.
• Monitored inventory levels and avoided shortages with timely replenishment of stock.
• Established and maintained accurate records of purchases, pricing and payment terms.
• Reviewed and approved purchase orders and invoices for accuracy and completeness.

In January 2005 I was promoted to Supply and Distribution Supervisor. This included my previous responsibilities, and added supervisions over the Counties Recycle and Surplus Divisions. These two divisions had 28 employees. They ran five trucks on routes to all County facilities, picking up all recyclable materials, and returned them to our facility for processing. The Surplus side took all un-needed County material (furniture, cars, trucks stationary equipment etc) and either repurposed it of sold it. We advertised to all school districts and 501 (c)3 corps to come get all they wanted. I was put in charge of the Health Services Strategic National Stockpile.

• Developed standard and emergency operating procedures for receiving, handling, storing, shipping and salvaging products.
• Developed and managed operating budget, meeting department goals.

In March 1998 I was promoted to Lead Material Technician. This put me in charge of the four Material Techs in the Division. I also took on the responsibility of maintaining the corporation yard, which was a 15 acre facility. This included Hazmat functions, Calif waste tire functions, Contra Costa Central Sanitary functions. and more. I maintained the roles I was responsible for in the Fleet during this time.

• Performed daily floor walks and supervised receive docks to investigate and resolve material issues.
• Monitored inventory storage locations to guarantee safe and efficient movement of materials for stocking and issuing.
• Forecasted materials replenishment levels by performing analysis of usage, issues and criticality.
• Assembled and erected stocking bins, shelves, and decks.

June of 1995 we merged the Garage Facility, now known as Fleet Maintenance, with the Counties Building Maintenance, Communications, Electronic Systems (alarms and AV), Custodial, and Stationary Engineering. As Material Technicians, I handled the logistics for all of these trades. Building Maintenance maintained 140 buildings including three detention facilities, and three large hospitals. They also maintained 750 traffic intersections. Communications maintained all of the radio traffic in the County, plus 10,000 plus phone lines through 30 different Toshiba switches. I was one of three Material Techs at this time.

• Monitored inventory storage locations to guarantee safe and efficient movement of materials for stocking and issuing.
• Performed daily floor walks and supervised receive docks to investigate and resolve material issues.
• Managed stockroom service desk and offsite warehouse, documenting and researching inaccuracies to determine best corrective actions.
• Forecasted materials replenishment levels by performing analysis of usage, issues and criticality.
• Developed top-notch written and verbal communication skills from working with various personalities across multiple disciplines to enhance collaboration and reach collective targets.

From 1980 thru 1998 I was an Automotive Parts Tech for the County garage. I did the logistics needed to keep 22 mechanics busy. They were maintaining between 1200 and 1800 vehicles including construction equipment, Big Rig dump trucks, Sheriff Patrol equipment and standard County pool type vehicles. I also maintained an inventory of over 1500 lines to accommodate these mechanics. I was made permeate July 22, 1981.