Carol Cunningham Email and Phone Number

»» Served as a highly influential voice within the global supply chain organization, leading the S&OP cycle, defining current and future state objectives, and driving the maturation to transition mindsets from operating in silos to being wholly focused on the total business and their impact on strategic and financial targets. »» Navigated organizational changes, including being transitioned to report under Finance and Integrated Business Planning (IBP) domains, relentlessly pursuing transparency, S&OP and S&OE process maturity, deeper analysis, and conversations promoting cross-functional collaboration and problem-solving.»» Improved Case Fill Rate from 68% to 97% while reducing inventory by 35%+ or $73M, identifying opportunities to net significant and sustainable results by closely monitoring KPIs, promoting collaboration, and empowering stakeholders.»» Hold a high-visibility position requiring monthly presentations before the executive leadership bench, delivering actionable insights and analytics on diverse data streams spanning sales, marketing, demand, POS, inventory, and supply.»» Stepped into an interim role over demand planning within first 90 days, assuming leadership of an 8-member team, and leveraging industry and functional expertise to coach team members to earn professional forecaster certifications.»» Improved forecast accuracy by 7%—returning an estimated $14M in value back to the business—putting in place critical processes, systems, training, and strategic segmentation to equip teams with unprecedented insight and focus.

»» Stepped into a transformational leadership opportunity, joining a small family-owned business necessitating development of an entirely new planning structure and implementing the processes, systems, and training to fuel aggressive growth. »» Curated and analyzed sales, inventory, and forecasting data in preparation for the monthly S&OP cycle, leading demand and supply planning team in building accurate forecasts, developing master schedule, and driving procurement to meet key financial targets.»» Built a sound and scalable infrastructure vital to supporting 30x business expansion, creating first-time training programs, defining measures of success, facilitating all S&OP meetings, and delivering unprecedented performance transparency.»» Implemented the processes, systems, and workflows to position the 40-year-old enterprise with the strategic S&OP plan to expand capacity, working tirelessly to drive sustainable change, foster buy-in, and secure executive sponsorship.

»» Worked diligently to optimize and scale planning processes to catalyze supply chain outcomes, joining a mature and well-developed organization—only the second person to ever hold the position—and identifying continuous improvement opportunities.»» Streamlined processes, improved performance transparency, minimized project scope creep, and shaped custom resolutions to S&OP challenges.»» Led teams of technical analysts and senior technical analysts—while working cross-functionally with group, division, and corporate Supply Chain and IT staff—to document requirements, plan projects, and own implementation lifecycles.

»» Managed demand planning and forecasting for all product lines, leading planning and purchasing teams, building best-in-class practices and systems, and training process stakeholders to support operational efficiency and areas of improvement.»» Developed an inventory classification system that aligned purchasing strategies to key business drivers, enabling improved ability to plan in alignment with forecasts, identification of S&OP gaps, and mitigation of risks to goal achievement.»» Project-managed implementation of an advanced planning software system, serving as subject matter expert and cross-functional team leader.

»» Led end-to-end sales and operations planning initiatives, analyzing supply and demand data to generate a rolling 18-month business plan, and defining metrics to measure supply chain performance, inbound flows, and other key performance indicators. »» Engaged and collaborated with diverse stakeholders while facilitating training, leading kickoff meetings, and driving implementations.»» Project-managed implementation of an advanced planning software system, serving as the ERP subject matter expert and steering the development of data scrubbing and maintenance policies.

»» Partnered with commercial and sales organizations while broadening exposure, performing demand planning and forecasting for national and regional retail accounts, including Walmart. »» Informed planning actions through short- and long-range forecasting, SKU rationalization, analysis of inventory turn and productivity metrics, and identification of opportunities to improve results.»» Cultivated award-winning supplier relationships, repeatedly earning top honors by holding stakeholders accountable, balancing customer fill rates with inventory turn metrics, and training in-house talent to drive supplier performance.

»» Carved out a brand-new position, evangelizing the need for S&OP, implementing end-to-end supply chain processes, fueling holistic reporting, and putting the tools and resources in place to align data and analytics. »» Created a daily “TCP Today” metric dashboard—distributed enterprise-wide—to dramatically improve performance transparency, awareness, and data-informed action planning.»» Developed hundreds of easily understood custom S&OP reports with advanced metrics, leveraging data from ERP and WMS systems—to provide insights into best practices alignment and continuous improvements.

»» Directed order fulfillment for big-box retail and commercial-industrial sales channels, defining first-time KPIs, building scorecards, and championing a recognition program yielding sustainable quality, safety, attendance, productivity, and morale improvements. »» Led strategic sourcing, contract negotiations, supplier management, and compliance for a wide range of warehouse materials.»» Fueled double-digit productivity (+15%) and shipment accuracy (+18%) improvements, in large part by reengineering processes, fostering team and individual accountability, and championing a continuous improvement mindset.

»» Gained deep exposure to end-to-end supply chain management, leading a team of 10 distribution center associates in accelerating productivity (+35%), cutting costs (-29%), and optimizing accuracy (99.8%) on $9M in inventory.