Dave Lund Email & Phone Number

Years ago, people thought I was crazy when I threw out $10MM of inventory, frankly I thought my job was on the line too.Well that started when I asked the question; how can we purchase $500MM of inventory and not know where it’s at and how much there was; fast-forward 18 months after deploying an integrated inventory management system to 130 sites, training 300 people how to use it then count onto the books $100MM of inventory, That's when the data said, there simply is no demand for this product so it was liquidated. Along the way, $50MM of inventory was optimized across those same 130 sites which was a huge cash avoidance.Besides people in an organization, Inventory is probably the largest asset and for many the least understood. Inventory can become a competitive advantage or it can be an obstacle. In the Supply Chain I’ve either worked-in or lead teams responsible for; Procurement, Forward Logistics, Reverse Logistics, 3rd Party Logistics and Inventory Management. I’ve also had the pleasure of working with Field teams who all have a unique view on how to manage “their” inventory. I’ve set what people viewed as unrealistic KPIs for inventory and with hard work and education, those KPIs eventually became a reality.Managing inventory throughout the Supply Chain is always a balancing act between revenue goals and cash management. My experience has proven useful in establishing my own Supply Chain of Craft Beer. Understanding the lead-time involved in making beer, fermenting, conditioning and finally the consumption. Each has its own unique timeline so it’s important to have the right amount of beer at the right time of the brewing cycle to ensure continuity of supply to avoid any additional cash outlays for commercial beers.Cheers!

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  University Of Wisconsin-La Crosse

  General