Eric Russo Email and Phone Number

Managed a team of five production schedulers across two sites (100MM lbs. production) supporting $358MM annual sales & inventory of $26.5MM throughout eight warehouses globallyOperated capacity planning models to ensure future demand can be satisfied & initiated de-bottlenecking projects as required

Led the global implementation of Integrated Business Planning – demand forecasting workstream; implemented 24-month volume & financial demand forecasting process Collaborated with sales team to forecast $460 MM annual sales revenue in North America, track changes in market conditions, & flag opportunities & risks to senior management

Managed a team of four planners responsible for demand planning and supply planning for $340MM annual sales and global inventory management of $29MMReduced working capital by $3.8 MM & aged inventory by 50% through improving international inventory planning & communication, decreasing inventory touches, & SKU rationalizationConsolidated three warehouses to one warehouse local to the manufacturing site & international port, totaling $700,000 in annual transportation & warehousing savingsLed a cross-functional team to keep customers satisfied during a raw material shortage. Proactive communication & flexibility resulted in no lost sales, & improved confidence in our supply chain from strategic customers

Collaborated with Sales & Supply Planning to reach a consensus demand plan for North American markets with annual sales volumes of $460 MM, averaging a 7% increase in forecast accuracy & consistently meeting +/- 5% bias targetsAnalyzed product portfolio to reduce complexity, improve capacity in constrained units, and reduce working capital; resulting in a reduction of 133 SKUs & $800,000 inventory, & price increases on 78 SKUs

Conducted industry research and stakeholder interviews to identify KPIs and establish a metricsreporting program for a major pharmaceuticals companySupported a major pharmaceutical organization's Regulatory Affairs with planning and budgeting key activities necessary for separation related to a divestitureCreated a tool to track progress and identify risks for FDA submissions for a major pharmaceutical organization key activities necessary for separation related to a divestiture.

Led production strategy optimization projects across 15 plants comprising approximately 50% of the overall business; conducted "Changeover Matrix" training with cross-functional teams to minimize operations costs and reduce working capitalAssisted 10 production facilities with capacity planning by conducting analysis on supply and demand requirements and allocating capacity most efficiently Directed quarterly meetings to identify working capital reduction opportunities through optimizing production planning, run frequency and batch sizes and reviewing safety stock levels

Developed economic order quantity tool for enterprise usage in over 40 facilities including the rollout training of economic order quantity tool at the corporate supply chain conference.Improved order management practices and built stronger supplier relationships by strategically evaluating purchase order requirements and supplier lead times for 40 production facilities.Developed inventory metrics dashboard allowing facilities to review past trends and analyze future plans, by collaborating with senior management of S&OP team as well as multiple departments across supply chain.