Geoffrey Shive, Pmp, Acpf, Csm Email and Phone Number

I provide a unique blend of project management experience with a deep understanding of Supply Chain, assisting clients with Demand Planning, Supply Chain Planning, and Sales and Operations Planning. • Advising on best S&OP practices and assisting with project management for planning software implementations including a large frozen foods manufacturer and a wine manufacturer.• Coaching demand planners in multiple industries.• Provided Demand Planning as a service for multiple companies including a specialty bread manufacturer and a frozen ready-to-eat meals manufacturer.• Assisted with consumption-based model to forecast shipments for a beverage company.• Leading forecasting based on Point-of-Sale for $5 million brand of frozen ready-to-eat meals

I created Shive Supply Chain Solutions LLC to work with food and consumer products companies of any size. I leverage my extensive supply chain and engineering experience to drive improvements at my clients. Whether you are changing software or your production and distribution network, you need extra support during the times of big change. Depending on your internal capabilities, Shive Supply Chain Solutions LLC can lead your project, provide subject matter expertise, or back-fill your people assigned to the project.Past clients include a high-volume California winery, a rapidly growing food manufacturer of gluten-free snacks, frozen foods manufacturers, and other food manufacturers. I assisted these clients in areas such as: • Selection and implementation of new planning software;• Best practices for planning and forecasting utilizing various ERP and planning software;• Building a Project management knowledge network;• Project management for distribution and production network changes;• Integration of a make-to-order business into a production network that is based on long batch runs; • Purchasing and inventory management procedures; and;• Assistance in ongoing Demand Planning and Supply Planning to fill staffing gaps.Some of the specific advancements I have helped with include:• A structured process for selection of new Supply Chain software;• A model for production and inventory strategy using traditional EOQ modified for demand volatility at large frozen food manufacturer to minimize total cost, balancing setup cost with holding costs and obsolescence risk;• A process to consolidate planning between two organizations with different software platforms; and;• Templates for various planning steps in the monthly S&OP or IBP cycles.

Led statistical modeling and Long Range Planning for seven channels totaling $1.3 billion annual sales. Directly managed consensus forecasting for equities totaling $509 Million in annual sales. Provided demand inputs for Sales & Operations Planning (S&OP). Subject Matter Expert for system design and implementation of SAS Forecast Studio.Developed launch curve for schools that reduced forecast error on new products by 14%. | Data mining to develop new statistical modeling approach that reduced forecast error of Frozen Breakfast by 30%. | Implemented controls for New Product Introduction in Convenience that eliminated obsolescence.

Long Range Planning and reporting for nine channels totaling $2.6 billion annual sales. Implemented Long Range Planning sign-off to assure alignment between business unit and supply chain. | Assisted with testing and initial roll-out for re-launch of SAP APO.

Primary operations position for $1.1 Billion Food Away From Home business unit. Risk and opportunity assessments for S&OP and annual planning. Drove capital plan and led cost reduction, cost avoidance, and innovation projects and new product launches. Aligned support from other functions by collaborative leadership and influence management. Reduced packaging materials, saving over $3 million annually with no capital. | Negotiated arrangements between a contract packer and key customer to improve trailer utilization on direct shipments for $242,000 annual transportation savings.

Project Manager and process improvement for $2.0 Billion Specialty Channels Business Unit. Supported cost-to-serve models and applications. Represented Kellogg’s on-site at contract packer’s new location during and after startup.Led significant cross-functional award-winning project to consolidate contract packing operations. Project included manufacturing and distribution network analysis, RFP, site selection, strategic sourcing, third party negotiations and capital installation. The project generated an Internal Rate of Return (IRR) exceeding 50% and resulted in a new relationship model with contract packer. | Winner of 2007 W. K. Kellogg Values North America Team award.

On-site Kellogg representative responsible for 1 million square foot high-speed dedicated DC managed by third party while also coordinating deferred assembly in Value Added Services (VAS) across seven DCs. Managed $29 million annual operating budget and $41 million in inventory. Reduced DC operating expense 2% despite 10% increase in volume. | Implemented procedures in VAS to support significant growth in volume and complexity. | Winner of 2005 W. K. Kellogg Values North America Team award. | Winner of Kellogg’s Top Gun award in 2005 and runner up in 2004.

Supply network planning and DRP best practices and systems for Kellogg’s North America.Worked with software providers to correct issues and identify future functionality needs. | Participated in system definition and design phases for APO SNP in USA and Europe.

Project manager, tactical planning, supply network planning, DRP, and best practices. Supervised planners responsible for 20% of Keebler volume. Analyzed supply chain impact of new products, network changes and acquisitionsImplemented Manugistics Constrained Production Planning software and integrated with existing software. | Helped integrate Keebler and Kellogg’s supply chain software and procedures.

Customer service, logistics, supply planning, transportation, and deployment for $550 million cookie and cracker manufacturer with eight internal plants and nine contract manufacturers. Turned around failing Customer Service Department. | Implemented direct shipments from producing locations to reduce freight costs. | Coordinated implementation of Materials Requirements Planning (MRP) and related modules of new enterprise software. | Helped integrate President Baking operations and logistics into the Keebler supply chain.

Procurement, purchasing, receiving, demand and supply planning, customer service, inventory management, warehousing, shipping, distribution and private fleet for bakery producing 105 million pounds annually. Responsible for $8 million operating budget, $35 million annual materials usage, inventories averaging $5 million, and a transportation network moving 7,000 truckloads per year. Turned around failing Receiving Department. | Maintained no lost time accidents in the warehouse for four consecutive years. | Increased customer service level from 95% to 99%. | Increased production efficiency from 90.7% to 92.3%. | Participated in selection and implementation of enterprise software. | Developed RFPs and selected vendors for off-site storage.

Capital budgeting, projects, network analysis, site selection and production standards for $500 million company. Managed major automation projects from concept through implementation. Administered $6 million annual capital budget. Developed methodology to allocate production volumes across seven bakeries. | Developed corporate processes for capital justification, costing and production standards.