Bryan D. Hammond Email & Phone Number

Rochester, Ny, Us

Rochester, New York Area

Unither is a global leader in pharmaceutical contract development manufacturing specializing in single-unit dosage forms.I schedule manufacturing and packaging while ensuring compliance with FDA and DEA regulations for a pharmaceutical plant shipping a large volume of SKUs.I coordinate my efforts with Manufacturing, Packaging, Quality Control, and Shipping / Receiving departments to ensure the efficient flow of materials and finished products. This includes managing inventory-on-hand and collaborating with the procurement manager to ensure the raw materials supply chain meets production needs.

Rochester, New York Area

Kodak uses a myriad of chemicals in manufacturing compounds for a wide range of commercial and industrial applications. These include such things as thermal dies, printing inks, specialized coatings, detergents, and pharmaceuticals. In my role, I managed relationships with more than 200 suppliers and spent ~$10M annually to procure an inventory that included ~1,000 SKUs. One aspect of my job was managing inventory “tolling” for customers. This was an arrangement where Kodak’s customer owned all of its materials inventory, but contracted with Kodak to manufacture their product. The materials were housed at Kodak and I was accountable for ensuring that the necessary inventory was available to maintain production. This approach became an integral part of Kodak’s business in recent years.While in this position, I led efforts that reduced Kodak’s inventory from $20M to $6M, which amounted to a 70% improvement. This allowed Kodak to reduce its footprint and freed up capital that would otherwise have been invested in materials inventory.Some of my successes that contributed to substantial savings for Kodak included:Reducing safety stock and lead times with no sacrifice in delivery performance.Cutting cycle time for delivery of critical raw materials by 30%.Contributing to a 50% reduction in warehouse space over a 12-year period, which allowed Kodak to either divest some of its real estate portfolio, or lease warehouse space to other companies.Participating significantly in the establishment of a free trade zone, which saved $100K / year in import tariffs. Launching a “chain synchronization” program that scaled production to optimize use of high-cost critical raw materials. Planning production to utilize the entire inventory of certain high-cost items substantially reduced unused inventory of those items languishing in a warehouse, which resulted in significant cost savings.

Rochester, New York Area

My responsibility in this position was to control $4M in annual spending representing ~400 SKUs, which covered a range of chemicals utilized in manufacturing a wide array of products.One of my key achievements was the introduction of distributorships to the supply chain. This reduced inventory on hand while also reducing lead time from months to days for critical materials from offshore suppliers. The distributors were accountable for having materials available to Kodak’s needs on a demand basis, but they held the inventory in their warehouse and on their books until delivered. When Kodak chose to implement SAP as its enterprise platform, I was chosen to lead the migration from multiple legacy systems for purchasing and planning functions.

Rochester, New York Area

Over my first six years with Kodak, I progressed through various purchasing and planning roles:Quality Coordinator – Raw Materials (1995-1996)I oversaw the quality testing of raw materials. By improving the procedure for completing Certificates of Analysis for arriving materials, I successfully reduced cycle time for releasing materials by two days.Planner / Buyer – Photo Chemical Division (1992-1995)Kodak’s Photochemical Division used 100M gallons of purchased chemicals each year. Up to 80% of those purchases were my responsibility in this role. Planner / Buyer – Labels & Instructional Materials – Photo Chemical Division (1990-1992)Kodak was a large purchaser of printed materials, including instruction manuals and labels for packaging and shipment of its products. I conducted an analysis and made the business case for internalizing production of these items. The result was that internal customers received their print jobs more quickly and Kodak saved substantially on production costs.