Experienced supply chain professional that provides project management, strategic plans, and process improvement to enhance gross margins. Excels in on site supplier development and strategic planning / purchasing to ensure material availability. Keen insights into P&L and Balance Sheet analysis to maximize inventory investment. Implementing or maturing S&OP processes to align the business.Robert Half• Leading the 3PL & Order to Cash portion of the US launch of a new pharmaceutical, developing distribution channels, standing up a 3PL, integrating Order to Cash between the 3PL and Client ERP • Reduced customer chargebacks by $4.3M by improving processes using kaizen events with Sales, Fulfillment, Customer Service, Finance, and Transportation• Managed the SIT2 and UAT for the migration from Oracle Custom to Oracle CloudMaine Pointe• Completed 6 week analysis, produced process flow from customer order receipt to custom BOM creation and action plan to win $3M automotive 6 month engagement• Lead a cross functional team to implement a new material analysis SIOP process that came in 2 weeks early• Lead an Inventory Management Workshop to teach the basics of inventory management and initiate new stocking strategy to reduce material on hand and improve customer serviceEXL• Provide onsite support for distribution center / cross dock operation for process improvement project• Develop detailed project and data collection plan• Lead Discovery meetings, Gemba walks, and Kaizen eventsGAL • On site representative to bring sub-supplier back to on time delivery• Lead daily cadence meetings with plant managers to status part movement • Lead root cause corrective actions kaizens to improve product flow, eliminate bottlenecks, and reduce takt time

Lead a team of consultants to complete all contracted deliverables on time to the customer’s satisfaction. Creation of tools standardizing methods to lead a company through the development and maturity of their SI&OP process. Prepare marketing material for the practice to use to win new clients or additional work at current clients. Expand the statement of work for the engagement assigned.• Lead the SI&OP development and implementation for 2 major commercial aircraft OEM programs in Seattle• Developed an automated tool to mature a company’s SI&OP process using a list of questions for self-evaluation, then providing a list of action items to bring them to the next level• Principal on the team in the development of a Sales & Operation Excellence go to market presentation used to expand the statement of work

Conduct research, surveys, and interviews to understand the business. Detect issues and investigate ways to resolve them. Assessing the pros and cons of possible strategies, and present information orally, visually, and in writing.• Transfer the distribution of 153 SKUs in 23 countries between two business units for a multinational pharmaceuticals company

Responsible for Production Planning, Production Control, Purchasing, Shipping & Receiving, and Compliance (FAR, DFAR, and Trade). Introduced a monthly SIOP, weekly inventory review, and daily production cadence meetings. Negotiated long term agreements to lock in prices and reduce variable costs to the business. Ensure the business follows all trade compliance rules and regulations for both commercial and military material imported or exported Key Accomplishments:• Attacked delinquent customer orders and improved on time delivery eliminating from $6.5M of delinquency in 12 months• Controlled material purchases and pursued an aggressive delivery window with suppliers to shrink inventory 28.5% from $19.4M to $13.9M in 12 months • Improved variable cost from $58 to $47 per earned standard hour by price improvements, vendor managed inventory paired with consignment inventory, and enhanced spending controls• Passed audit of import/export documentation with 0 findings

Project manager for 9 plants located in the United States. Responsible for reviewing the production schedule and developing supply strategies to ensure on time execution of the schedule while minimizing inventory on hand. Lead cross functional teams across multiple plants to improve the quality and timeliness of data collection on the shop floor and receiving to better manage VMI and JIT strategies. Participate on corporate teams to spread best practices across all Trinity Industries business units.Key Accomplishments:• In 8 months reduced Non-Net inventory by 75%, freeing $4M cash in returned material to the supplier • In the same 8 months reduced excess inventory by 52%, reducing inventory by $6.8M • Lead team that consolidated production at Trinity Rail facilities from outside processors, relocating fixtures and accounting for all inventory• Assumed responsibility of the receiving with bar codes project, on boarded 90% (116 suppliers) with line of sight to the remaining 10%

Develop a centralized strategic purchasing group covering all 5 locations to focus on long term agreements and cost benefits by leveraging volume spending. Rehabilitate the ERP/MRP system that was installed for many years but not utilized to its full potential.Key Accomplishments:• Reduced material without a plan by 25% buy identifying alternate uses and reducing the outstanding purchase orders for primary material• Improved on time start from 30% to 70% in 5 months by focusing on rescheduling material delivery and ordering practices

Lead daily operations of 350k square foot distribution center including receiving, cross dock, bar cutting, kitting and crating activities. Manage fleet of leased vehicles and arrange transportation for production, promotional, and experimental material including munitions. Wrote enterprise wide policies for transportation and logistics. Lead multiple Kaizen events improving on time delivery, inventory accuracy, safety, productivity, and budget metrics.Key Accomplishments:• Installed conveyor system to lean out receiving and inspection process. Reduced average receiving time from 5 days to 1.5 days• Returned shipping activity to pre-go-live service levels 3 weeks after a SAP conversion, reduced back log to 0 in 5 weeks• Improved the process for export shipments, reduced time from demand signal to material loaded on a truck by 18%

Coordinate Operations, PC&L, and Procurement to manage $2.5B of inventory across 11 locations in the US, Canada and Mexico. Authored enterprise wide supply management policies minimizing risk to the production plan while maximizing efficiencies throughout the supply base. Assign inventory targets by location, which rolled up into the annual operating plan (AOP). Tie common initiatives together across multiple manufacturing sites to create a single enterprise wide solution. • In 18 months reduced the cycle time of a major military aircraft from 60 to 33 months by attacking supplier delivery, wait, and queue time, freed up $168M cash, while ensuring FAR, DFAR, DCAA, DCMA compliance,• Assigned to the Textron Business Systems Assessment team to review inventory management practices at all Textron business units, identify issues, provide countermeasures, and spread best practices across the corporation.

Identify and implement cost reduction strategies in the Purchasing, Inventory Control, Production Control and Shipping departments. Create clear communication between the customer, production, and outside processors to ensure on time shipments. Compile and analyze sales and operations plan monthly, determine the production capacity, raw material availability, and customer demand, and present to the executive committee.• Using lean techniques reduced the number of days on hand of raw material inventory by 57% while maintaining 100% material availability for the production schedule.• Designed and implemented a monthly sales and operations planning process to better tie current conditions to future requirements. This process has provided the information to make better decisions on promise dates to customers’ thus reducing overtime by 70%.• Negotiated a rebate program for raw materials, the total rebate from this program through the end of 2007 was $2.5M.

Determined appropriate raw material inventory levels to maintain availability while minimizing investment and waste. Supervised 4 professionals who plan multiple lines for a fast paced custom product job shop. Developed new processes and procedures to streamline the planning process.• Designed new workflow patterns between production control, warehouse, and production lines reducing the frequency of improperly picked work orders by 60%.• Worked with buyers and the warehouse to change reorder signals for high volume bulk material and reduced the need to expedite material by 96%.• Changed the method used for updating data for interplant transfers, reduced frequency of transfers by 22% with no effect on scrapped material.

Purchased all confections, printed material, and other details for holiday gift items for sale at big box retailers. Exported confections, printed material, and other detail items from the US, Canada, and Central America to be repacked in China and Mexico. Imported completed items from China and Mexico.

Planned production for 2 overseas facilities. Purchased raw materials from domestic and international markets. Consolidated raw materials at freight forwarder’s site and shipped them to overseas production facilities. • Defined US Customs reporting requirements for import/export activity assigned HTS numbers to materials imported/exported, trained buyers and container traffic clerks on the procedures for proper documentation. • Analyzed problems with late finished product delivery from overseas manufacturing, suggested new ordering patterns to access raw materials from international vendor. Increased on time delivery from 70% to 97%.• Developed a new procedure for consignment stock, saving the company $1MM the first year.