Derek Lowry Email & Phone Number

Roswell, Ga, Us

Roswell, Ga, Us

Alpharetta, Georgia, Us

• Lead S&OP process for assigned category.o Manage demand reviews to ensure global sign off on rolling 24-month demand plan.o Manage Supply Review to determine how to address gaps in supplying the forecasted demand.o Escalate supply gaps in Supply/Demand Gap meeting to marketing to determine best plan of action.o Present monthly updates to executive leadership to ensure alignment on strategic initiatives.• Demand Managemento Manage $30MM unforeseen growth in category due to COVID-19 impact.o Utilize cross-functional teammates to align demand growth with capacity ramp plan.o Monitor demand and inventory projections across global systems to ensure supply continuity and demand alignment through opportunity pipeline tracking.• Serve as single point of contact for my category for supply chain.o Manage tactical and strategic planning horizons and linking strategic initiatives to tactical plans.o Partner with marketing, operations, finance, and R&D to align on demand vs supply, strategic portfolio updates, inventory initiatives, and review and track KPI’s to monitor actuals vs plan.

Alpharetta, Georgia, Us

• Manage $7.7MM cost of sales write-off budget: Work with 10 product categories including 16 product managers, 13 production planners, 8 operations consultants, and 10 manufacturing facilities to identify and write off ineffective inventory for finished goods and raw materials to meet monthly, quarterly, and annual budgets.• Reduced blocked inventory to $2.9MM from $5.7MM: Weekly reporting and actions across three global regions to reduce blocked inventory by $2.8MM in 6 months through setting standards across all plants and DC’s and consistent reporting and monitoring to ensure adherence to the standards.• Lead Branding Rollover Project from Kimberly-Clark branding to Halyard Health branding for all materials. Collaborated cross-functionally to develop a standard cadence of meeting and reporting to ensure it was executed to plan. Saved $2.2MM from original cost estimates and accruals.• Reduced quarterly financial accruals for at risk inventory by $7MM based on risk assessment of current inventory and driving focus on dispositioning ineffective inventory.• Completed first internal and external SOX audits without findings.• Actively participate in monthly Executive S&OP meetings with executive vice presidents regarding inventory health.

Alpharetta, Georgia, Us

• Projects:o Implementation of OMP software: Serve as primary business lead and key user for the OMP project team. Data: Lead development and updates of data maintenance tables to ensure data is accurate and up to date. Design: Lead customized design of OMP application to fit specific needs of current demand planning processes including reporting requirements, forecast cycle requirements, and data flow. Resource allocation: Recognized strengths of business resources for project and assigned them to areas that fit strengths to maximize efficiency. Testing: Completed development testing to ensure OMP functionality met the demand planning requirements. Presentations: Developed and delivered bi-weekly presentations to supply chain business leaders to provide updates on the project. Engaged cross-functional leaders to ensure they are aware of how their teams will be affected. Training: Collaborated with project team to train users and demand planning customers to use the system most efficiently and how the new system impacts their daily activities. Change management for downstream teams: Created documentation of downstream impacts and standard work instructions regarding process changes for the affected teams.• Continuously Improve: Started with 2 categories worth $300MM and onboarded with 2 days of training. Within 8 months began managing $740MM of annual business across 6 categories and 1,300 SKUs using Excel as primary planning tool.o Metrics: Improved net forecast accuracy an average of 15% per category within 5 months of taking category. Improved mean absolute percentage error by an average of 8% per category within 3 months of taking category.o Process: Developed customer pipeline process to track expected customer conversions and the forecast implications for each move instead of only using sales trends.o Major Product Launch: Developed standard for building initial forecast for a major product launch to build from bottom up.

Alpharetta, Georgia, Us

Healthcare Spinoff: Business lead for Order Management and GlobalAvailableToPromise (gATP) work streams. o Received Distinguished Service Award for successful workstream cutover through thorough preparation and flawless execution. o Primary Key Thinker for development of cutover plan for Order Management, gATP, Distribution, and Transportation.o Key tester for Halyard’s SAP system for Order Management, gATP, and Order Mgmt BW reports.o Led order management in creating and executing the OTC cutover plan.Cutover Successes:• Order migration contained only 8 errors (vs 1,000+ in testing).• All SAP Order Management functionality worked as expected with no issues at go-live. o Developed process for Kimberly-Clark to become customer of HYH including EDI set up, pick-up schedule, account set up.Continuous Improvement: Drove initiatives resulting in $1.2 M in revenue annually, saved $1.3 M annually, and created 800 Hours of white space annually. Obtained CI Blue Belt.o Identified $1.2 Million in revenue lost due to failure to bill for shipping overages that are kept by the customer. Led cross-functional effort to change the process in which CFS bill for overages.o Drove system and process changes for processing oversized orders. Saved CSR’s 180 hours per year.o Drove system enhancement for setting up allocation tables. Worked with IT and COE on method that will save 140 hours and enable allocation to be a realistic option for inventory constraint. This enhancement has enabled allocation setup to be completed in one day by one resource as opposed to 4 days by 6-7 resources. Key User Trainer: Serve as system expert for Customer Care team. Advise CSR’s on unique customer situations; work with cross-functional teams to ensure master data is set up correctly, work with planning and marketing to ensure Customer Care has proper information for code rollovers; Build Talent with I-Flow KUT’s; serve as Distribution KUT for system knowledge.

 Pain Management Account Analyst (Apr 2012-Feb 2013): Serve as contact for 15+ PMP reps and 75+ customers.  Pandemic Team (Sept 2012-Feb 2013): Analyze daily Healthcare sales to determine the necessity of escalation to begin our set pandemic process when spikes arise within specific product groups.o Participated in Facemask Allocation for Flu outbreak. Worked with marketing, product supply, demand management, and sales to determine customer bucket increases, order exceptions, and ensure SAP is following the proper procedure for the allocation. Healthcare Canadian Account Analyst (March 2012-Oct 2012): Manage all aspects of Canadian accounts from order management through scheduling shipments and handling irregular requests while also serving the account reps. o Increased primary account Cardinal Canada’s vendor score to 95% from 83% at beginning of project DNA.  Discovered approximately $178,000 of lost revenue on 6 codes in less than 2 months due to over-pack by new DC. Took appropriate measures with management and distribution team to resolve issue.

2005 Privately owned, independent record label specializing in branding and marketing regional bands to major labels.; Directed operations of the promo tent at the Vans Warped Tour concert series; overseeing all aspects of sales and customer promotions.Spearheaded development of a national contact list and tour schedule; providing much-needed organization of venue listing, promoters, and scheduled tours for the office.

Bachelor Of Science Degree, Advertising

Education record