Gary Kam Email and Phone Number

• Successfully conceptualized and implemented an automation system for the Supply Chain Strategic model that effectively connected data and tribal knowledge from various supply chain departments, resulting in enhanced decision-making and improved overall performance. The model also eliminated human errors and saved over 300+ hours of manual labor.• Spearheaded the expansion of the Supply Chain Strategic model to the MFG and finance ecosystems, resulting in the creation of a 10-year production capacity outlook, warehouse space consumption analysis, annual COGS calculation, and development of Diageo manufacturing Coverage Models.• Created a sophisticated Strategic and Capital Expense Model for M&A team to analyze potential acquisitions with ease. This model uses ten-year commercial business case forecasts, product characteristics, inventory status, and lead time to create multiple scenarios for Capital Expense analysis. The user-friendly tool facilitates on-the-fly changes, enabling a more holistic approach to decision-making. The model's efficiency and accuracy allow for rigorous financial analysis, leading to informed investment decisions and greater value creation.

• Successfully launched an automated system to monitor Safety Stock at Supplier & Elkay’s inventory proactively, minimizing the risk of stockouts and supporting the Cooler Capacity Expansion Project.• Effectively led the SPR team in designing and launching the Supplier Risk Scoring & Monitoring System, enabling the Strategic Sourcing team to make quick and objective decisions to build a resilient Supply Chain.• Established an End to End Supply Chain Business Mapping to prepare for an upcoming effort to implement connectivity between all nodes in the Supply Chain, bringing technology closer to our users and allowing them to work smarter and not harder.• Collaborated with the Diversity Manager to build Business Classification & Diversity in our Supply Chain, developing and launching the Supplier Onboarding Process in Oracle Clouds.• Streamlined and automated Excel/OAC Reportings & Visual Dashboards, enabling Supply Chain users to focus on strategic work and reducing manual effort.

• As a manager, I successfully led a team of 4 to support Elkay’s year-over-year, double-digit growth, managing over 30 new product development projects, onboarding more than ten new key suppliers worldwide, and maintaining relationships with five vital existing suppliers, achieving strategic goals in 2019.• As the global sourcing team leader, I consistently challenged and developed new sourcing, supplier quality, and procurement processes that led to a 25% improvement in speed-to-market metrics while ensuring the team delivered the same or better quality products and cost structure.• As an ambassador for the supply chain and internship engagement team, I developed and led programs to maintain our high department engagement score, attract and retain top talents for future Elkay, and create a supportive work environment.

• Redesigned and transformed the Sourcing Project Tracker, enabling global multi-users to update project statuses and reducing bi-weekly sourcing team conference calls by 30 to 45 minutes.• Collaborated with the IT team to establish a new Online Supplier Profile form, providing a comprehensive supplier information database for easy extraction by the supply chain team.• Successfully led supplier negotiations and other sourcing activities to launch the Crosstown tapered project, resulting in a cost savings of $290K for 2018.

• Expertly analyzed demand forecast data, developed effective inventory strategies and implemented daily production and capacity plans for multiple manufacturing plants and third-party distribution warehouses (3PLs).• Successfully led monthly Supply Review meetings with critical stakeholders across manufacturing plants and 3PLs, utilizing scorecards to drive continuous improvement and strengthen operational growth.• Collaborated with the Demand Planning team to develop a sophisticated tool to monitor forecast accuracy and proactively identify potential stock-out items for a high-growth category, resulting in improved and sustained fill rate percentages.• Innovatively transformed and redesigned an existing safety stock analysis tool to provide enhanced visualization of the analysis, eliminate data inaccuracies, and reduce analysis time.

• As a member of the Oracle implementation team, played a crucial role in successfully launching the Demantra forecasting tool within a tight deadline of 5 months, significantly improving forecast accuracy.• Effectively led the demand planning team in analyzing monthly sales trends, inventory position, stock out, and forecast accuracy to provide actionable insights to businesses.• Collaborated weekly with cross-functional teams, including upstream marketing, procurement, and demand planning to identify inefficiency and low forecast accuracy.• Developed a reporting tool in OBIEE that identified items without planning and purchasing setup, filling a critical gap in our NPI process.• Co-led a project that revived a failing product line by conducting a VSM analysis, assessing competitor strengths, and identifying waste and capacity, resulting in improved lead time performance.• Effectively monitored and provided valuable insights on 60+ commodities monthly, assisting the sourcing and procurement team in negotiating.

• Developed and implemented a customized forecasting tool for the purchasing team, integrating it with the ERP system, resulting in a significant 70% reduction in stock-out occurrences.• Established and strengthened strategic partnerships with overseas suppliers in China, India, Israel, and Germany, resulting in an outstanding supplier performance score of 98%.• Revamped and modernized the supplier scorecard program, eliminating manual updates and inaccuracies and ensuring the timely and accurate tracking of supplier performance.• Developed and implemented an Excel macro for Supplier Corrective Action Reports (SCARs), closing all open SCARs within 60 days and ensuring adherence to quality standards.• Maintained monthly supplier scorecards, tracking over 100+ suppliers, seven critical measurements, and rolling 12 months of supplier performance scores, ensuring visibility and accountability across the supply chain.

• Successfully implemented a new procurement policy within the purchasing department resulting in an $11M reduction in inventory (750%), a $3M reduction in obsolescence (1000%), and a 25% increase in inventory turn over the course of 3 years.• Led the research, testing, and implementation of the Auto-Replenishment program in our ERP system with MLS on a global scale, eliminating 100% of daily admin work for analyzing MRP and procurement of daily business demand. This lean project improved inventory turns by 6 points and reduced raw ICV by 25%.• Led a Lean Six Sigma action workout to implement a material handler function with a group of 6 within three days. This project eliminated the production team's travel time, reduced pick and ship cycle time by approximately 30 minutes per order, and improved first-pass hardware inventory variance accuracy by 25%.• Appointed as the lead for the MLS team in CPN, DMS, PACS Reach & RIS transfer to ensure 100% order fulfillment during launch. Through identifying all shippable parts, providing quarterly forecasts to suppliers, and establishing a material stocking strategy, Barrington HCIT has achieved 100% order fulfillment since its launch.• Led a Lean Six Sigma action workout with a group of 8 within four days to establish a new process flow for replenishing server Kanban for System Integration. This project is expected to reduce system integration average fulfillment cycle time by 225% (~2.6 hours) to meet our same-day WIP to ship model.• Formed and led a Tiger team of 10 within two months to analyze, root cause, and develop a solid process to improve SW cycle count accuracy from 20% to 90%. The Tiger team created an SI media cart and established a real-time transaction policy, improving software cycle count accuracy by over 90%.

• Developed and led a team of 3 to create a production planning tool (CRP) outside our ERP system in 5 months. The Lean Six Sigma project reduced overall production stoppage time by 90% by effectively allocating materials and providing a daily production schedule for the team.• Represented the procurement team in all new business transfers into GE Healthcare IITS Barrington, ensuring 100% order fulfillment during all new business launches.• Led a team of 5 to explore and implement an improved ARW backlog tool that finance, supplier, service, sales, and SC teams used. The backlog improved ARW weekly meeting efficiency by 800% (2 hours to 15 mins), providing a clear overview of the current status, ship dates, and issues for all orders.• Created a tool to capture all ARW current defects and led a Tiger team to resolve the top 3 defect areas, including Purchase Order, configuration sheet, and ECR/NPI defects. This initiative achieved a +50% improvement in ARW Ship-Complete-On-Time performance.

• As the leader of an operations team of 8, successfully shipped approximately $50 million in HCIT customer shipments with a higher Ship-Complete-On-Time rate of 90% for the fiscal year 2005.• Implemented, managed, and organized daily cycle counts, reducing the gross dollar variance to less than 2% and improving accuracy to 99%.• Contributed to over $35 million in product shipments with an increase in Ship-Complete-On-Time rate of 85% from 24% for the fiscal year 2004. Also, I assumed the Team Lead position in the final three days of Q4 2004 and successfully led the production to build 6% of Q4's overall output.• Managed and assisted in all production activities.