David A. Email & Phone Number

Lisle, Illinois, United States

Lisle, Illinois, United States

Greater Chicago Area

Helping clients build and deploy SAP solutions to achieve transformational business value.

Currently leading the IT Compute and Storage Strategy and Delivery team. Led the development of the Kellogg hybrid cloud migration strategy to AWS in collaboration will leadership from all application teams. Strategy has been approved by executive leadership and is now underway. A financial and governance model for the Kellogg cloud is also now in place. Also, an enhanced global disaster recovery program has been approved and being rolled out. Leading the Workplace strategy team focused on the Digital Workplace and defining the roadmap for the Microsoft 365 suite of tools.

Served as the leader for the IT organization responsible for the build and support of the operational systems of Kellogg Company. Systems and processes included Finance, Supply Planning, Manufacturing, Transportation, Warehousing and HR. Led the implementation of SAP SuccessFactors for Kellogg North America, Latin America and Europe. Also led a cross departmental team in moving the Kellogg Snacks business from Direct Store Delivery (DSD) into a warehouse model.

Served as Build leader and Solution Architect for a strategic SAP implementation initiative for Kellogg North America. Mr. Atkins, working with an implementation partner, operated across multiple process teams to design and build a set of integrated business processes and SAP system solutions supporting Finance, Order Management and all Supply Chain functions. Mr. Atkins was responsible for leading the on and offshore build teams, testing strategy and execution, integration between new and legacy systems, and the supporting infrastructure. This work also included the integration of a $1.2B acquisition into the new systems.Served as I/T Business Partner to the Kellogg North America Logistics organization. In addition, Mr. Atkins led the operational support team supporting all logistics systems for Kellogg Company. Areas of responsibility included working with senior business executives to establish project priorities, allocate resources and define budgets. Once priorities were established with executives, Mr. Atkins was responsible for initial project planning, capital and expense budgeting, internal and external resource acquisition and allocation, and team leadership and supervision.

Served as a member of the Kellogg Company I/T Strategy Team. Team was responsible for identifying, researching and making recommendations on key I/T initiatives. Mr. Atkins served as the overall leader for an initiative to find a preferred vendor for manufacturing workforce management solutions and systems. Mr. Atkins assembled a cross-functional team comprised of representatives from multiple manufacturing facilities, corporate operations, I/T and the procurement function to define requirements, review proposals and presentations, and form a recommendation. The initiative concluded with senior supply chain executives accepting the recommendation of the team. As Director, Mr. Atkins also participated in the evaluation of supplemental staffing vendors, an initiative to provide on and offshore resources to augment the I/T support organization.

Led the implementation and operational support of all logistics systems for Kellogg Company across the globe. Systems implemented and supported included SAP’s Supply Chain Management Advanced Planning and Optimization (SCM APO) solution that was comprised of Demand Planning (DP), Supply Network Planning (SNP), and Transportation Planning/Vehicle Scheduling (TPVS) modules. Responsibilities also included leading the support of manufacturing systems including SAP’s Production Planning for Process Industries (PP-PI) and Production Planning/Detailed Scheduling (PPDS). Implementation efforts included extensive travel to Europe and Latin America. Areas of responsibility included implementation project planning, system upgrade management, capital and expense budgeting, internal and external resource acquisition and allocation, and team leadership and supervision. Supervision included leading 15 people in three locations in two countries.Led the team responsible for the consolidation and integration of the Manugistics supply chain planning and transportation planning systems in the United States and Canada for Kellogg and Keebler companies. Project was a result of an acquisition of Keebler by Kellogg. Business processes and tools combined included volume forecasting, distribution planning, constrained production planning, deployment and transportation planning. Responsible for integration design, interface design with SAP, project planning and tracking, resource acquisition and allocation, budget development and tracking, and executive communication.

Led implementation of Manugistics supply chain planning tools for the Kellogg North America Morning Foods and Frozen Foods businesses. Business processes and supporting tools implemented include volume forecasting, distribution planning, constrained production planning and deployment. Responsible for leading and directing 10 team members, representing both business and information technology. Also responsible for project planning and tracking, resource acquisition and allocation, budget development and tracking, and executive communication.Led cross-process team to integrate Worthington Foods into the core business applications and processes of Kellogg Company. Team was comprised of 30 people with 3 team leads. Areas of implementation included supply chain planning, manufacturing planning and order management. Full systems integration of the acquired company was completed in 5 months.

Established new demand management processes and led implementation of Manugistics Demand Planning for Apparel and Industrial Nylon business units. Efforts included process design, software setup and installation, end-user training and support. Developed and implemented the sales and operations planning process (S&OP) and supporting supply chain processes for the Industrial Nylon business unit. Efforts included business process and policy design, data gathering and clean up, data presentation and reporting. Led business process design effort for corporate facilities management teams. Responsible for team building, leading design effort and communicating to senior management.

Led project to phase out antiquated hardware and software systems at a manufacturing facility. Efforts included finding replacements for existing systems, making decisions to phase out systems and leading developers in designing and writing replacement solutions. Designed and implemented process performance modules in a manufacturing shop floor control system.

Developed specifications, designed, tested and implemented various tools to support the financial reporting requirements of the corporation.

Supported medical claims insurance processing system. Researched user problems, developed solutions and trained end users. Assisted in implementation of new phone system and local area network in automobile design facility.