• Conducted organizational assessments to optimize product and information flow in a manufacturing environment.• Developed action plans and roadmaps for process improvement.• Implemented recommendations to enhance operational excellence and supply chain efficiency.

Private Equity ExitLeading all supply chain strategy, planning and execution. Directing Operational Excellence and the policy deployment process. Advising CEO on P&L impacts and strategy deployment on all cost categories. Collaborating closely with C-suite leadership to facilitate strategic planning. Ensuring alignment between sourcing and purchasing strategies with business objectives. Over-communicating supply chain issues and delays to ensure full transparency for the entire organization and customers. Executed due diligence in representation of Walbar in all management presentations as part of the sale process for M&A.Achieved 30% boost in supplier on-time delivery and 20% increase in supplier quality by ensuring accurate flow of purchase orders and quality requirements.Handpicked for GM role; leveraged the Hoshin Kanri strategy deployment model to ensure alignment of vision, mission, annual priorities, and targets; built new processes to improve cash flow, inventory turns, quality non-conformances, continuous improvement, and Kaizen events; drove 25% lift in a master schedule adherence metric during interim tenure.

Directed integrated supply chain spanning sourcing, commodity management, procurement, warehousing, logistics and material planning. Led Naval Power Systems Commodity Management strategy across multiple sites. Executed procurement operations for 1K+ suppliers. Key member of the strategy deployment team focused on process-based business decisions. Revived relationships with several critical sole-source suppliers by demonstrating the DRS commitment to improving service and improving communications. Developed and deployed KPIs to measure process control and supply chain effectiveness.

Led purchasing, logistics, warehousing, planning and inventory control functions. Negotiated contracts with major suppliers. Positioned the supply base for long-term success by negotiating, reviewing performance, and establishing new strategies. Drove standard work and processes in line with industry and SC best practices. Led multimillion-dollar wall-to-wall physical inventory.Selected for North America Transformation team to advance the maturity of the companywide Supply Chain Management and Program Management functions. Reduced overall material costs by revamping a sourcing function to perform commodity management and more effectively leverage partnerships.

Led programs and operations on the CH-53K helicopter program, developing a phased plan to accommodate the growth for the program aligned with customer expectations. Created supply base into a production supply base by assessing suppliers, spend, capability and capacity. Guided internal and external experts to define and deploy and measure effectiveness of general policies.

Promoted into Operations Leadership Team reporting directly to Vice President of Operations. Collaborated across finance, supply chain, human resources, and information technology to coordinate critical data impacting operational reporting across 16 locations.

Deploy a Sales and Operations Planning (S&OP) process and strategy for an organization with 16 manufacturing sites (2 include distribution) and multiple engineering sites with annual Revenue ~$400M. Lead the process and direct the organization on process discipline and process inputs. Direct supply and demand planning activities and manage a team of demand planners and order entry clerks to ensure demand is loaded on the front end for supply to be planned effectively. Corporate functional expert on materials management providing processes and strategy guidance to each manufacturing plant to optimize production efficiency, inventory and promote consistency in processes and methodology for many acquisitions to develop a one company approach. Direct IT on effective reporting and information systems to accurately and timely report status of Sales, Quality, Inventory, and Profit in a consistent manner. Materials Management Business Transformation Leader task with designing and blueprinting materials management practices for ERP systems current and future for purchasing, order management, sales and distribution.Responsible for all material management processes in the flow of production from receipt to shipment including sales order, work orders and purchase order management including warehousing and distribution activity.

Work daily with senior leadership to determine key daily, weekly, and monthly focus to monitor and control all aspects of P&L. Advise on key process improvement and actions to drive the right behavior and cultivate a culture of process excellence by analyzing strategic and tactical data to identify key areas to focus the organizations resources. Manage a 16 person scheduling and planning team responsible for planning manufacturing and inventory strategies for advanced metals machining & composite structures producing monthly revenues in excess of $25M+.Develop Sales Inventory Operations Planning (SIOP) and Master Production Schedule (MPS) strategy and implement based on a detailed project schedule. Champion the implementation and provide clear status and communication to senior leadership. Leverage personal experience and best practices from other manufacturing sites to establish and effective SIOP process. Maintain and enhance short and long term forecasting to develop a master production schedule & develop metrics to measure forecast accuracy and master schedule compliance. Coordinate detailed scheduling between multiple function groups including program management, operations, finance, engineering and supply chain to develop an achievable schedule that aligns to the financial needs of the company. Align scheduling and procurement spend information to accurately predict incoming raw material and components to help understand inventory levels and the impact to cash flow. Direct IT on projects related to SIOP to develop a robust dashboard where all sales, inventory, production, scheduling and purchasing information is standardized by product line to allow program management to use accurate meaningful data to manage P&L.

Managed a 6 person production control team responsible for planning manufacturing and inventory strategies utilizing SAP.Managed and controlled $13 million in raw and finished goods material & implement and manage process to increase inventory turns while maintaining customer service levels. Utilized historic data with future inputs to accurately forecast future requirements and react to deviations of the forecast to mitigate delays in customer delivery. Leverage data sales & marketing to adjust forecast and production plans as required. Responsible for timeliness of customer deliveries and root cause analysis and process enhancements to control and prevent disruptions to customer service by ensuring appropriate levels of inventory at each node in the supply chain. Provided business and logistics advisory management services to the US Transportation Command to create cost savings and cost avoidance in a worldwide distribution network. Performed analysis and provided recommendations to improve overall utilization and efficiency of the DoD distribution network by implementing strategies to increase network optimization.Monitored the cash savings and avoidance that can be directly tied to each initiative to track success. Coordinated analysis and improvement across DOD agencies to promote visibility and integration among several different stakeholders to establish common incentives and goals.

Operations analysis on work flow and capital equipment utilization.Asset utilization metric and measurement development including machines, facilities and personnel.Provided recommendations to operations leadership to increase efficiency and reduce costs.Developed a capital equipment redeployment process to better utilize excess equipment and minimize unnecessary movement of capital assets. Performed data collection and analysis to provide optimization recommendations at the enterprise level across 14 manufacturing sites in the United States.

Established inventory and part movement policies and processes to create an efficient part replenishment network.Coordinated with multiple 3PLs to integrate processes and systems to ensure maximum efficiency in data communication and part movement.Developed kitting policies and kitting conveyance needs to reduce the transportation costs associated with moving parts to a remote manufacturing site. Managed day to day manufacturing supply chain requirements by managing capacity, utilizing ERP, and ensuring accurate inventory management.Monitored inventory and work in process to identify and remove barriers to manufacturing, and identify process improvement opportunities.

Managed day to day ERP operations by managing exception reports and taking corrective action.Coordinated with manufacturing to develop capacity and work flow improvements by holding regular production planning meetings to allow different stakeholders to collaborate.Participated in employee involvement process improvements to create a positive relationship with the union and company to ensure objective alignment. Performed inventory management, cycle counting and reconciliation of inventory discrepancies to improve inventory accuracy and identify process improvement opportunities. Managed transition from a push (schedule) to a pull (demand driven) operation and reported/demonstrated tangible impacts to supply chain planning.

Led and directed day to day procurement and warehousing and ensure spend was optimized.Developed a historical based forecasting method to improve order fill rate while reducing inventory.Managed a supply chain event management system and performed corrective action.Developed a database to streamline the flow of information to make data easily readable and actionable. Established the materials return program to effectively remove excess inventory and reduce inventory carrying costs by returning obsolete material to suppliers at a discount.