Leading Waev's global supply chain and manufacturing operations transforming and ensuring readiness to meet increasing demand and market expansions.

Manage large teams of Google engineers + various consulting partners to design Google's supply chain architecture for the next 3-5 years. Deliver the roadmap for org-wide tier 1 initiatives such as buy-sell, VMI, FGI turn-key enablement, streamlining of supply chain network nodes, contract manufacturing diversification, master data management/optimization, etc.

Manager for team responsible for developing tools, analytics/reporting, and master data management in the Supply Chain and Logistics domain.

Lead large-scale teams to deliver 6-12+months projects globally for Google Logistics: design, engineering, and launching next-generation automated warehouses (see video below) and datacenters; integrating 3PLs and partners; implementing WMS + supply chain ERP systems. Responsible for best-in-class systems design and process architecture for Google's first ever fully-automated Amsterdam-area logistics hub, partnering heavily across IT/software, operations, support, and infrastructure teams.Responsible for the launch and scale of Google Cloud operations in Great Britain, Germany and Switzerland overseeing the deployment, operations, and performance for warehouses and datacenters. Co-lead in launching various logistics sites and datacenters globally.

Managed the ecosystem of supply chain processes, systems, and tools used by Google to build and deploy its world-class data centers -- focusing on contract manufacturing, reverse logistics, and inventory control domains. Responsible for development of standards, policy, and procedures for Supply Chain Governance. Defined and maintained the supply chain business process architecture roadmap aligned with customer needs, delivery speed, cost and service objectives. Formed the bridge between Supply Chain users and IT to identify gaps, drive improvement and facilitate change. Designed transformative models and enhancements for manufacturing and logistics systems beyond datacenter deployment to include Nexus, Pixel, Chromebook, Chromecast, and consumer hardware supply chains.

Manage the supply chain for a $13.5M business and responsible for $4.5M in annual spend. Managed a mix team of 10+ direct/indirect employees across purchasing, planning, material handling, and warehousing. Improved vendor on-time delivery since taking charge by 26% from prior year. Returned $310K in cost reductions of purchased goods in a low-volume, high-mix environment by introducing vendor stocking agreements, alternative suppliers, supply chain optimization, and leaner manufacturing processes. Responsible for $1.25M in working capital which reduced year over year by $200K.Developed and implemented the company’s second generation MRP program largely contributing to improved overall facility's on-time delivery from 55% to 88% (the highest in company history).Project manager, lead, SME for company-wide ERP conversion onto SAP. Fully responsible for delivering every SAP R/3 module to execute manufacturing, sales, and logistics production facility.

Served as the analyst and support for the revamp of Cooper Lighting's make-to-stock strategy. Spearheaded the company’s demand planning from informal and poorly documented into a repeatable process incorporating inventory optimization, finished goods velocity segmentation, standardized lead times, and supply chain optimization. Introduced and imbedded into the team's culture a strong set of advanced statistical modeling tools (e.g. ABC/XYZ analysis). These projects improved make-to-stock service to a peak of 95% from prior year's 86% average and sustained service for 13 straight months above 90%. Compounded by improved service, the tools implemented resulted in net inventory reductions of $10M across 16 distribution centers.Project lead for the company's “on-time-to-request” metric working with division Marketing to more effectively measure customer-centric delivery, expectations, and lead-times. Also instructed a supply chain summit in England training Cooper’s European divisions on best practices for distribution network optimization.

Provided leadership for continuous improvement projects in both transactional and physical environments. Projects included developing a master production schedule used to evaluate planning, order scheduling, and even staffing representing 15 product lines or 80% of factory volume. Improved core product line scheduled attainment from 87% to 92%.Led multiple kaizens ranging from value-stream mapping, capacity planning, kanban implementation, visual management, and 5S. Continuous improvements included an 18-person cross-functional blitz implementing full component kanban with complex internal and external supply chains reducing inventory by $35K for a single product family in three days.

Led multiple Lean and Six Sigma efforts via DMAIC projects. Launched the first ever electronic kanban system utilizing SAP for the top commodities in the facility. Upgraded and co-developed an advanced inventory optimization algorithm that resulted in $500K in inventory reduction. Traveled internationally providing lean six-sigma training and project mentoring.Directly supervised 10 material handling and receiving employees in a 175K square foot facility overseeing receipt, pick, put-away, and storage of all purchased material. Reduced dock-to-stock cycle time utilizing one-piece-flow from over two days to fifteen minutes.

Served as a planner/buyer for six months rationalizing suppliers and optimizing inventory. Developed vendor on-site visit VSMs to detail out consignment and subcontract labor. Led supplier negotiations to convert $200K of aluminum extrusion (facilities top commodity) inventory into a consignment kanban managed program.Facilitated and led over 10 cross functional kaizens in six months rolling out lean manufacturing, gemba boards, and KPIs. Projects and kaizens ranged from reducing press cycle time by 65% to returning $35K in cost savings by reducing workcenter downtime.