Gloria Davis Email & Phone Number

Plymouth, Minnesota, United States

Greater Minneapolis-St. Paul Area

New Hope, MN

• Member of the business leadership team with responsibility for the Operations Group which included oversight for Distribution (3 DC’s), Manufacturing (2 Plants), Purchasing, Sourcing, Planning, Inventory Management.
• Spearheaded multiple process improvement projects focused on meeting customer requirements while minimizing inventory. Increased Inventory Turns by 12%.
• Heavily involved with two acquisitions including due diligence, redesigning the operations organizational structure, purchasing capital equipment, and integrating processes and systems.
• Key player in moving a distribution center from Arkansas to Minnesota as well as a plant from Wisconsin to Iowa. Both complex moves were completed within aggressive timelines.
• Launched Lean Six Sigma at Safco which included training 10 Green Belts who led multiple projects resulting in $475K of cost/inventory reductions.

New Hope, MN

• Managed the Purchasing, Planning, Inventory Management, and Import/Export functional areas. Direct responsibility for 8 direct reports.
• Increased customer fill rate from 92% to our target of 96% and improved inventory turns by 18% through multiple process improvement projects/efforts.

St. Paul, MM

• Promoted into the Healthcare Medical Device Business ($275M acquisition), transitioning between two roles to stay focused on the most pressing business needs. Direct responsibility for 20 employees through 9 direct.
• Delivered multiple process improvements partnering with a PMO (e.g. Implementation of a Demand Planning Process, Master Data Integrity and ERP system improvements) reducing backorders from $1.8M to $400K.
• Restructured/centralized the Microtek U.S. Planning (relocated the planning group in Columbus, MS to St. Paul, MN) resulting in a more effective and efficient operation. Sales, Inventory, and Operations Planning.
• Led the Sales, Inventory, & Operations Planning process for the Healthcare Microtek business which drove metric improvements.
• Directed the inventory management program. Major efforts included the deployment of a Monthly Inventory Management Process, Lead Time and Safety Stock Reductions. Delivered DOH (days on hand) reductions: 18.5%–Finished.
• Drove a Product Launch for a strategic customer which delivered $1M in new sales Oct-2012 YTD.

St. Paul, MN

• Recruited into Ecolab to bring LSS expertise to the company.
• Led seven Black Belt LSS Projects which delivered cost/inventory savings of $950K.
• Recruited to supply on-site support in Europe for approximately six months to turn around a struggling SAP implementation resulting in 16% improvement of on time in full shipments.

St. Paul, MN

• Selected to fill a newly created role with the responsibility for developing the strategic direction for supplier, customer, and global intercompany collaboration. Led cross functional teams to develop requirements.
• Delivered a footprint for Supplier Collaboration which utilized LEAN principles, 2-way data flow standards, and proactive exception management standard operating procedures which provided suppliers and 3M with improved.

St. Paul, MN

• Recruited into the “Global Project Leadership Black Belt Program” based on being ranked as a high potential leader. Successfully led three global projects and two new system introduction (NSI) projects.
• Successfully completed a “Global Order/Inventory Visibility” process for the pilot division which improved allocation of in-process materials across multiple Asian countries.
• Developed a working prototype, I.T. road map, and process enhancements for a Sales & Operations Planning dashboard of key metrics to drive improved business performance.
• Delivered a “Strategic Global Customer Feedback Process”, including the enabling I.T. footprint that positioned 3M to reduce expenses by at least $5.5M via process and system improvements.

St. Paul, MN

• Promoted from my division role to lead the global corporate initiative for demand management, sales & operations planning and customer/supplier collaboration to achieve urgent and critical corporate business objectives.
• Designed a next generation “Global Corporate Demand Management Plan” including a portfolio of processes, metrics, and enabling tools to drive improved Supply Chain performance.
• Led team to provide on-time/on-budget consulting resources to assist in companywide implementations of demand/supply/manufacturing planning, sales and operations planning, and parameter management – delivering more.
• Partnered with 3M Sourcing to develop, lead and launch the corporate electronic supplier managed inventory (eSMI) process which included collaboratively developing new processes with 3M suppliers delivering significant.

St. Paul, MN

• Promoted into the Construction & Home Improvements Markets Division to lead the transformation of the demand management and sales and operations planning (S&OP) processes. Indirectly/cross-functionally managed 14.
• Delivered a new demand management process improving demand plan accuracy results for 10,000 SKU’s – A items +10%, B items +17%, and C items +26%.
• Implemented a new sales and operations planning process across eight supply chains improving service and inventory metrics. Improved on time in full shipment metric from 93.3% to 96%.