Blake Monti Email & Phone Number

Texas, United States

Dallas/Fort Worth Area

- Run S&OP meetings which improved the forecast from +/- 25% to +/- 10%.- Launched major products with Marketing, Sales, and Quality with revenue potentials of $10-20 million. - Brought on new Contract Manufacturers to increase capacity 45% and reduce freight $600K.- Manage and develop a team of planning managers and customer service. - Managed the supply chain production for chips and salsa to meet 99% on time delivery and reducing aged inventory.- Lead the implementation of projects including writing specs, creating product displays, and managing the launch.- Track supplier’s performance by creating a scorecard to manage OTIF, capacity planning, and receiving performance. - Supervised a team of 4 Regional Planning Managers and 1 Sales Manager to support, develop, and continuously improve the department by implementing KPI’s, harmonizing production schedules, and improving the forecast.

Jersey City, Nj

·Managed supply chain for over 89,000 SKU’s within Home, Books, and Activities departments; including inventory, purchasing, Instock levels, inbound / outbound forecast, and special projects. Created aggressive KPI’s saving $975K in inventory, increased the Instock rate by 4%, and ended the year with our inbound/outbound forecast goal. ·Work cross-functionally with marketing, merchandising, and special operations to create the department’s financial checkbook / Open-To-Buy. Used these to approve buys across sub-categories to insure we hit our bottom line targets.·Owned several high level projects such as Hot PO’s to increase efficiencies and reduced our backlog by several days, served as the non-consumable lead for Amazon integration, and constructed the first vendor scorecard for my team. ·Coach a multi-functional matrix team, including multiple direct reports; established clear measures for KPIs, managed performance & conflict resolution, and exceeded departmental goals.

New York City, Ny

•Oversee 25 global contract manufacturers and 1 internal manufacturing site in China. Determine production planning, lead times, manage $25 million on-hand inventory, service levels. I have effectively reduced inventory by $6 million / 13.5 days meanwhile keeping service at 98.7%.•Work with regional S&OP managers on processes to formulate a global capacity plan for all new global launches and authorize the purchasing of tooling where necessary to support new products. •Work cross-functionally with marketing, NPD, and sourcing on new product launches. Determine costing quantities, effective holding terms, and feasibility of vendor’s capabilities to have 99% on time launches. •Manage $300 million in global buys using price break for cost reduction, create back up strategies to reduce liabilities, and continuously work with merchandising to reduce obsolescence with good sell through. •Track suppliers’ performances with KPI such as schedule adherence, on time / in full, and service.•Directly manage a group of 4 planners and 2 analysts. Act as an escalation point for day-to-day problem solving, a mentor, and continuously develop them to grown and succeed in their positions.•Indirectly manage regional planning groups with global contract manufacturing. Escalate issues, facilitate/lead global calls, and resolve supply issues.

Montreal, Canada

·Successfully launched Oracle E1 in Montreal Canada on a tight six months timeline within budget. ·Created and implemented processes for indirect / direct sourcing, planning, and product line control.·Constructed best practices and standard operating procedures for the Canada team. ·Produced testing scripts and quality scenarios to improve the implementation process.

Greater Chicago Area

·Managed up to 46 associates with a $1.25 million labor budget at Avon’s distribution center. Balanced the need for temporary labor verses the 22 full time employees by maximizing staff efficiencies to deliver a labor cost savings of 23%.·Provided first in class customer service to by creating a tag zone for missing items, which improved order fill rate 20%.·Received Green Belt Certification through the implementation of a warehouse utilization project. Minimized warehouse transactions which generated a 3% increase in inventory accuracy, standardized processes with picking / packing for better overall labor effectiveness, and created safety walks to have a 0% industrial accidents. ·Oversaw the closure of the distribution center. Led the cross-country migration of merchandise to the new distribution center for start-up. Created a phase out strategy to decrease floor stock, which reduced resources needed for closure cycle count putting the company two days a head of schedule.

Greater Chicago Area

·Analyzed 12-16 weeks of demand then coordinated with material / raw planners to make an achievable weekly schedule. Aligned with manufacturing to utilize line capacity and maximize the batching quantity. ·Effectively managed new items by working cross-functionally with manufacturing and processing to ensure the item timing would be achievable and we would have resources to launch.·Achieved service and inventory goals by utilizing the planning system to push out unnecessary production, reduced production quantities, and aligned myself with marketing and manufacturing.·Cross functionally drove re-stage plans successfully meeting deadlines launching at a 100% service rate while phasing out of old inventory to reduce overall obsolescence.

Greater Detroit Area

·Controlled $200 million in U.S paper spend for internal and external printing facilities. Negotiated lower costs per lbs, smaller lead times, more beneficial cost breaks, and longer payment terms giving a 10% cost reductions.·Drove collaboration among cross function teams such as marketing and sales. Piloted a program that harmonized paper used for multiple sales programs giving a bigger buying power which allowed for more quality paper at a cheaper cost. ·Saved $1.2 million by strategically moving major print programs to in house company owned print sites. ·Led the sourcing departments effort to get FSC certified in eight months, which increased company’s competitiveness with customers that required the certification.

· Created purchase orders, MRO’s, steel deviations, and other oracle based needs.· Worked with the accounting department and buyers to update the NAFTA account.· Helped find aftermarket steel through an assortment of suppliers that met our specifications.

Education record

Bachelors, Supply Chain Management

Activities and Societies: APICS and ISM