Supply Chain consultant with over 11 years of experience in helping executives improve business performance, while increasing working capital, reducing operating costs, and increasing profitability within underperforming companies. Skills include:

Demand Planning: Sales Forecasting, Sales & Operations Planning, demand planning, Safety Stock Calibration 

Strategic Sourcing: Direct Spend Analysis, Supplier Performance & Scorecards, Reverse Auctions, Contract Negotiation

Network Optimization: Transportation Analysis, Network Node Analysis, Network Optimization, Carrier Management

Warehouse Management: Storage Optimization, WMS Configuration, Material Handling, Standardized Procedures

Lean Manufacturing: TPS Kaizens, Enterprise Lean, ERP Pull System Integration, Lean Production Scheduling

Operations Excellence: Six Sigma ANOVA, DMAIC, DMADVV, Standardized Work Methods & Practices

Project Management: PMO, Resource Planning, Project Management, Budgeting, Cost Control, Program Governance

Software: SAP, J.D. Edwards, QAD, LOGILITY, ProVision BPM, and AutoCAD

  PROFESSIONAL EXPERIENCE

Remy Incorporated: Integrated Order Management with Customer Defined Service Levels by Channel

·         Led the design and implementation of a global supply chain initiative to integrate supply chain material planning with QAD electronic kanban rules, weekly production schedules in Mexico, inventory levels at U.S. distribution centers, and customer-defined order management service level requirements.

·         Responsibilities included: working with the Vice President of Sales to define customer service levels across thirteen markets and three sales channels, working with the Director of Materials Management to recalibrate safety stock levels in LOGILITY, working with the Manager of Customer Service to redesign the EDI/OMWS order management interface, working with the IT department to recalibrate customer ship rules for the Laredo, TX distribution center, and working with the Vice President of Program Management to implement a new global Sales and Operations Planning process across U.S., Mexico, Korea, Europe, and Latin American operations.

·         The supply chain initiative reduced a 6 month backlog of over $8.0 million to less than $300,000 in three months.

Remy Incorporated: Sales and Operations Planning with Global Integration

·         Led the design and implementation of a global Sales and Operations Planning (S&OP) process.

·         Worked with the sales organization to design a new sales forecasting process utilizing market specific indicators and customer specific intelligence to better predict future changes in customer demand.

·         Integrated inventory forecasting and demand planning processes using LOGILITY software.  Forecasting included the statistical analysis of: shipment history, market seasonality, customer order backlog history, and inventory levels to create future statistical demand predictions and forecast future inventory requirements.

·         Worked with the demand planning organization to process map the information flow of all products by product family.  The information flows contained seven levels, from the enterprise business level to QAD system functionality.  Process and system architectures were used to define the key interface requirements between Material Planning, Purchasing, Operations, and Sales organizations and to design a new S&OP process.

·         Developed monthly S&OP reports to track: inventory positions by product family, sales forecasts and order backlog by product family, and production capacities by product family.

·         Measured end-to-end supply chain costs by product family to capture the true conversion costs of products and the corresponding service level requirements.  Feedback of cost versus customer service levels was provided monthly to the global sales organization by product family.

·         Led North America S&OP meetings to review long-term supplier capacity requirements, changes in customer demand by product family, changes in market demand, supply chain fulfillment costs versus service levels, and long-term manufacturing capacity constraints. Developed monthly agendas to manage cost, delivery, and service by product family.

·         The overall result of the S&OP initiative was an increase in service level from 40% to 73% in the aftermarket channel with a reduction in expediting costs and finished goods inventory.

ADJOINED CONSULTING Atlanta, GA                   2004 - 2005

Manager, Strategy Practice

Domino Sugar: Strategic Sourcing of a New Warehouse and Distribution Center

·         Led a sourcing initiative to acquire a new warehouse and distribution center.

·         Defined new warehouse requirements including: cubic space, material handling, pallet racking systems, Warehouse Management System integration, truck capacity, truck dispatching/scheduling, and FDA compliance.  Warehouse requirements included transportation requirements from the network analysis study.

·         Developed list of potential properties, completed site tours, and completed scorecards to rank each facility.

·         Supported the VP of Supply Chain in leading vendor reviews, contract negotiation, and pricing meetings. 

Domino Sugar: Transportation Network Optimization

·         Led a network optimization initiative to reduce inbound and outbound transportation costs.

·         Utilized linear programming to model and analyze current transportation costs by carrier, shipping lane, customer zip codes, shipping profile, customer, and products SKU’s.

·         Developed a new transportation model to simulate changes in demand, lane, carrier, trucking profile, and carrier pricing.  Negotiated new carrier contracts based upon model outputs.

·         Implemented changes to SAP auto-carrier programming and trained customer service representatives on new roles and responsibilities to support shipping/transportation improvements.

·         Reduced transportation costs by $1.5 million.

DELOITTE CONSULTING, Atlanta, GA                1999 - 2003

Manager, Supply Chain Practice

Andersen Windows: Manufacturing Capacity Planning with Discrete-Event Cost Simulation

·         Developed a discrete-event manufacturing capacity planning model to simulate factory constraints to changes in demand.

·         Modeled over 200 manufacturing work centers by: labor, equipment, space, number of shifts, shift changeovers, yield, and machine uptime to estimate the future manufacturing capacity of each work center by material routing. Overhead costs were linked to each work center by manufacturing cost drivers to combine cost modeling with capacity modeling.

·         Developed a five year sales plan by revenue and product volume for both new and existing products.  Grouped product stock keeping units (SKU’s) into logical manufacturing platform/product family classifications.  Aggregated material item structures by product family classifications and linked to capacity model by production routing.

·         Developed future manufacturing strategies with the Vice President of Operations.  Simulated future state changes in: productivity, scrap yield, equipment downtime, equipment capacity, and changes to manufacturing process to corresponding manufacturing constraints: labor, equipment, space, overhead, capacity, indirect, direct and overhead costs.

·         Manufacturing simulation resulted in a new manufacturing plan requiring no additional increase in plant expansions with sufficient manufacturing capacity to support the next three years of customer demand for both existing and new products with additional capacity being released through lean manufacturing and other operational improvements.

AT&T Wireless (AWS): Supply Chain Outsourcing Integrated with Retail Channel Management

·         Developed an outsourcing strategy for the warehousing and logistic operations of AT&T Wireless (AWS).

·         Analyzed end-to-end supply chain costs for warehousing and logistic operations to determine the true supply chain cost per handset unit.  Supply chain costs included: logistics (forward and reverse), returns, warranty exchanges, packaging, collateral, warehouse facility management, warehouse labor and overhead, information technology and support costs.

·         Established service level goals and objectives by distribution and sales channels, with corresponding inventory and cost reduction targets.

·         Completed a pier benchmarking analysis to determine AWS’ supply chain capability against both supply chain best practices and their current pier group.  Identified supply chain capability gaps including: demand/supply planning, inventory replenishment, and return/exchange management.

·         Assessed AWS’ retail channel capability.  Each retail store was evaluated based upon the following criteria: store revenue per square foot, store volume by product versus capacity, operating margin and profitability, optimality of store location, inventory planning policies and procedures, store labor productivity, cost control and variance, collateral management, returns management, complexity of store design, information technology infrastructure, point of sale capability, and availability of point of sale data.

·         Evaluated warehousing operations based upon the following criteria: warehouse utilization by storage location, future warehouse capacity, labor productivity and overhead, inventory turns by SKU, slow moving inventory, obsolete inventory, capability of the warehouse management system, material put-away and order-pick best practices, collateral processing and management, reverse logistics capability, and capability for implementing future value-add services.

·         Developed list of third-party-logistics companies for outsourcing based upon the following criteria: future retail channel requirements, service capability gaps, supply chain costs per unit targets, IT infrastructure requirements, and organizational requirements.

·         Developed an outsourcing roadmap to transition: handset inventory, supply chain planning, inventory management, warehousing, logistics, and collateral management capabilities with defined service levels requirements and cost metrics for effective management.

Johnson & Johnson: demand planning with J.D. Edwards Pull Production Scheduling

·         Led multiple supply chain initiatives to configure J. D. Edwards (JDE) demand planning (DP) module across five medical device groups of Johnson and Johnson.

·         Documented current state demand planning processes using ProVision Business Process Modeling (BPM) software.  Current state processes were compared to industry best practices to determine future state process gaps.  The comparative analysis included: supply chain diagnostics to evaluate service level capabilities, inventory velocity, supplier lead times, and key cost constraints.

·         Process and system gaps were reviewed to determine if modifications would be required or if best practices could be used to change current business processes and use standard JDE functionality.  System requirements were documented within the ProVision BPM application and tested for proof-of-concept using the JDE sandbox.

·         Modeled pull production scheduling logic for SKU’s with high volume and low variability.  Pull production logic included setting statistical safety stock calculations within the JDE Plan to Produce (PTP) module and configuring the demand planning reports to display visual kanban supplier capacity, lead time, and demand requirements.

·         The result was a $41 million reduction in inventory while increasing customer service levels.

Andersen Windows: Strategic Sourcing Initiative with Vendor Alliances

·         Led a strategic sourcing initiative for Andersen Windows to reduce direct material costs.

·         Analyzed the direct spend of over $612 million to determine opportunities for volume spend leverage.  Commodities included: glass, vinyl/aluminum extrusion, wood grills, adhesives, resins, screens, and plastics.

·         Evaluated top suppliers on the following performance criteria: cost, quality, order lead time/dependability, and manufacturing flexibility/capacity.  Developed supplier scorecards and tracked supplier performance on a monthly basis to determine cost, quality, service, and lead time performance gaps.

·         Evaluated the effectiveness of sourcing operations based upon the following criteria: organization structure, span of control, goals and objectives, roles and responsibilities, sourcing best practices, supplier management capability, standardized documentation and procedures, IT system integration, and standardized reporting.

·         Developed a strategic alliance with a key glass supplier to integrate manufacturing technologies, increase manufacturing capacity, and reduce order lead times.

·         Defined performance, operational, and organizational gaps and summarized findings for management within an implementation plan to improve performance and reduce direct material costs by 20%.

GEORGE GROUP, Dallas, TX                                1997 - 1999

Senior Consultant, Order Fulfillment Practice

Reliant Building Products: Improved Service Levels from Synchronized Flow Manufacturing

·         Implemented lean manufacturing flow production lines to increase throughput and reduce the manufacturing cycle time from 9.2 to 5.0 days and improve line item fill rates from 76% to 96%.

·         Developed a visual truck LCD configuration to integrate customer order fulfillment and truck-build schedules to J.D. Edwards Planning and Scheduling rules.

·         Balanced production line capacity to weekly customer demand requirements.

·         Sequenced production orders to match truck build schedules and balanced dock labor capacity to support changes in shipping schedules.

·         Developed local “milk run” routes to optimize truck utilization and improve delivery performance.

GROWTTH CONSULTING, Atlanta, GA                1996 - 1997

Consultant

UT Automotive: Lean Kaizens.

·         Led multiple kaizens:  line balancing, setup reduction, waste elimination, floor layout, Kanban configuration, and tool maintenance scheduling.

·         Reduced direct labor overtime by approximately $3.0 million.

LUCENT TECHNOLOGIES, Atlanta, GA       1994 - 1996

Property Manager

·         Property Manager for over 1.5 million sq. ft. of industrial and office flex space within the southeast sales region. Managed contract services including: janitorial, electrical, HVAC, landscaping, tenant improvement construction, and specialty material handling services.

·         Negotiated contract services on a regional basis through corporate real estate. Negotiated property leases, rates, terms, and conditions.  Defined tenant lease requirements including flexible space planning options for future capacity.  Supported corporate real estate in meeting property space utilization requirements and reducing contract service costs.

AT&T NETWORK SYSTEMS, Atlanta, GA      1990 - 1994

Facility Engineer

·         Facility Engineer responsible for the design, construction, and government compliance of over 1.5 million sq. ft. of industrial and office flex space.  Designed warehouse, storage, manufacturing, and office areas.  Created facility layouts and floor plans using AutoCAD.  Maintained facility compliance for EPA, NFPA, and OSHA regulation.  Insured new construction complied with southeast building codes.

·         Managed the cost, timing, and implementation of new tenant construction.  Managed the move/relocation of AT&T equipment, personnel, and assets.  Reduced power distribution and HVAC requirements through efficient building systems. Improved warehouse storage through flexible pallet racking systems. Improved space utilization by efficient space planning and industrial engineering analysis saving approximately $300,000 per year across 12 properties.    

AT&T NETWORK SYSTEMS, Columbus, OH                           _______________                                           __  1986 - 1990

Quality Engineer

·         Associate Engineer responsible for the incoming quality of Autoplex Series 1 and 2 raw materials.  Completed the sampling and inspection of incoming materials.  Completed QA testing and audits.  Developed weekly QA reports.

EDUCATION_______________________________________________________________________________________

·         Masters of Industrial & Systems Engineering, Georgia Institute of Technology

·         Bachelors of Industrial and Systems Engineering, The Ohio State University

AUTHORSHIP AND PUBLISHING__________________________________________________________________ __

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