Doug Werthmann Email & Phone Number

Huxley, Ia

• Developed and managed the Sales & Operations Planning process collaborating with sales and marketing to incorporate 4P initiatives (product, price, promotion and placement) into manufacturing plans to drive supply chain excellence for Kreg’s customers• Developed and managed the demand forecasting process by SKU by channel• Inventory and production planning for 450 finished goods SKU’s and 3000 raw/WIP SKU’s• Developed target inventory models for finished goods and raw/WIP SKU’s• Managed the production scheduling function

Des Moines, Ia

• Developed leads for Jacobson’s Freight Management division• Signed a client that would become one of the division’s top 5 accounts

Managed a team responsible for the processing of equipment and parts orders and developed Ryko’s demand forecast through collaborative planning efforts with the direct sales team and distribution partners.• Managed a team focused on processing complex equipment and parts orders while minimizing customer down-time.• Optimized the department by making organizational changes necessary to reduce order processing errors and customer hold times within the parts department by 77%.• Reduced S&OP preparation time by 66% by consolidating information from various sources into an Excel spreadsheet, allowing more time to focus on continuous improvement initiatives.• Lead a Kaizen event resulting in the implementation of a series of checks and balances to ensure order accuracy from the field sales organization.

Served as the supply chain’s single point of contact for Maytag’s two fastest growing customers.• Managed one supervisor and eight order management consultants focused ondelivering superior customer service and supply chain execution.• Led a lean sigma project to improve the execution of large stocking orders with Maytag’s largest customer. Resulted in improved communication between the customer and logistics, improving our ability to provide the right product, at the right place at the right time while reducing unnecessary product movement.• Directed a lean sigma project evaluating the utilization of the Channel Manager position resulting in a year over year savings of $250K to the bottom line.