Developed and managed a monthly forecasting process for $400MM of annual sales and distributions in North AmericaEstablished and manage monthly demand review sessions with regional and channel sales teams Managed and maintained SKU stocking parameters across 13 world-wide distribution centersDeveloped stocking logic and targets for 450 store locations in the U.S. and CanadaDeveloped tools that identify and assess the risk of inventories by SKU and processes to remediate the risk Created a program that highlight inventory imbalances in the network by SKU and algorithms to correct these imbalances Responsible for the collection and storage of data related to and disseminating of KPIs related to inventory health, forecast accuracy, sales vs. plan, inventory at stores, and out of region freightCreated a database to collect sales information from disparate systems for use within the supply chain teamDeveloped new stocking models and policies in order to increase inventory health and meet customer requirementsAssisted in the development of new part launching and end of life-cycle programsConsulted on the creation of an application that gathered market intelligence from the sales team for our monthly forecasting process

Managed the budgeting, forecasting, and monthly accruing of bonus and contest accounts Planned the goals for 7 company-wide contests which included 1100 stores in North America and ChinaManaged the monthly sales planning process for all stores in North America and China Managed the monthly bonus eligibility and payout process for the U.S. and CanadaWorked with cross-functional partners to develop yearly KPI targets for over 1200 field management associates for two year end performance programsDeveloped reporting for 2 year end performance review programs, 7 contests, and 7 weekly KPI reports.Consulted with in-country teams on the development of bonus policies for Mexico , Hong Kong, China, and the U.K.Spearheaded the development of paradigm containing the finance requirements before operating in a new country

Provided weekly sales reports for branch and national account customers to senior managementPrepared 2013 budgets for 118 branches and 5 corporate cost centers. Updated monthly estimates for branch and truckload cost centers.Analyzed branch performance related to inventory shrinkage, route profitability, overhead dollars and year over year sales by customer.Performed branch safety and operational audits.Developed budgeting tools for over 20 Sales Representatives and 118 Branch managers for the 2013 budgeting process.

Streamlined weekly and ad hoc KPI reporting which eliminated redundant effort by many individuals saving 20 hours of time weekly. Built databases and dashboards to track inventory levels across the network which resulted in new metrics and timelier part stocking analysis.Assisted with monthly capacity planning across six fabrication plants.Led a team to right-size approximately $5 Million in branch inventory through holistic changes in inventory stocking parameters.Assisted plants and third party vendors with production planning and replenishment by providing daily and weekly metrics and managing communication between facilities. Built databases to collect network and location level forecast information which eliminated 19 hours of monthly analysis and allowed for more timely weekly reviews of the forecast and trends. Developed logic to aggregate part level performance improvements to overall value stream performance for the fiscal year budgeting process.Established databases and dashboards for senior management to track value stream performance.Standardized information gathering and reduced monthly data manipulation for the S&OP process by 20 hours monthly. Developed profitability logic that was used by senior management to assess the financial implications of current and future part mixes on value streams. Assisted in the development of parameters for a network-wide reverse logistics program consisting of 18,000 units.