Ashley Durham Email and Phone Number

Create quarterly indicator package, actionable recommendations. Report out to GM/all management levels.Manage worldwide department MSS calculations, analysis, and report out to GM/all management levels. Drive alignment & single voice across multiple organizations.Own division Revenue forecasting process, alignment with other divisions and stakeholders. Marketing Lead for various supply chain-related programs, driving targets, Go To Market plans, & program implementation.Marketing Lead for forecasting, partner inventory expectations, and supply management process. Influence buildplan and inventory levels to support worldwide demand.Perform quarterly customer analysis. Analysis used to project changes in customer profiles, margins, support behaviors, and dollar impacts. Used by management to gauge the division's health in the market, identify areas of opportunity.Design and execute Market Consolidation trend analysis, used by GM to help demonstrate the opportunity and importance of the division to Intel. Created Long Range Planning Market Model with Finance. Model used by Finance and Marketing team to define and drive revenue targets for LRP horizon.Planner (2005 - 2007)Managed and coordinated startup activities for multiple product lines from engineering to production, ensuring a smooth transition from NPI to high value manufacturing.Drove new product marketing/manufacturing naming and routing requirements through product planning systems.Performed analysis on manufacturing risks, capacity utilization, scheduling, inventory levels, engineering requirements, and customer demand/delivery expectations from product start up through launch.Lead and contributed to multiple cross-functional process standardization projects/teams (NPP, Fab, ATM).

Created and implemented new Distribution customer reporting tool. Tool used by the Supply Chain and Sales groups to negotiate lower-cost distribution alternatives with major customers. Prepared two Schreiber distribution centers for annual internal process audit. Increased score by 5% between two locations. Worked with external auditing firm to complete and review audit results.

supervised staff of twoCreated new client invoicing system; decreased invoicing errors by 95%. Identified key performance indicators and produced departmental profitability reports. Observed areas of excessive expense and formulated cost reducing options, presented to CEO.