Facilitating the S&OP process for 8 US manufacturing plants shipping 4+million annual units

• Empowered a diverse team of 15 direct reports supporting 11 technical managers, a technical workforce of 285 with 300,000+ annual service calls to execute change management resulting in improved customer and technician satisfaction, and business efficiency and profitability metrics.• Drove strategic and tactical district functions related to capacity management, analysis of demand patterns, seasonality, capacity, flexibility, priority matrix, route design, response time, capacity reports, cost, profitability, response time, and productivity metrics.

• Planned, procured, and optimized availability and inventory from China, South Korea, Taiwan and Hong Kong suppliers, by focusing on planning parameters, on time supplier delivery and rebalanced inventory between distribution centers serving 165 countries.

• Managed the Drives and Brand Label planning, inventory management, service delivery, procurement, per unit cost reduction initiatives, shipping, receiving and replenishment from both domestic and international suppliers in both SAP and non-SAP environments.• Enhanced team effectiveness from missing all key objectives to achieving all key objectives. Improvements were driven though data analysis, product simplification, reviewing the root cause of metric failures, sharing best practices, mentoring, and encouraging risk taking that resulted in strengthened skills, higher motivation, improved teamwork, and exceeding key metric objectives.•Reduced YTD average days of inventory 20%, while at the same time improving the full year on time customer delivery by 2% points, reduced some lead times by as much as 30%.• Successfully integrated a business acquisition into the existing mainstream supply chain processes, approved new product support plans, performed supplier SWOT and spend analysis, negotiated and executed unique supplier agreements that minimize inventory exposures and improve their scorecard metrics such as: flexibility, on time delivery, cost reduction targets, and product quality.

• Managed the IBM / Lenovo Americas investment authorization process for 12 product families with manufacturing in China, Mexico, and Brazil, supporting $1 billion of quarterly revenue. • Updated the marketing, sales and operations executives in the S&OP reviews of successes and significant key changes, exposures, alternatives, opportunities, and operational impacts so there were no surprises.• Created collaborative demand plans with channel management, marketing, sales, and operations incorporating key inputs such as supply constraints, inventory, launch planning, product transitions, market share, customer / dealer input, technology and attach rate trends, that resulted in better alignment of assumptions, partnering, risk mitigation, improved total revenue, profit and customer satisfaction and 15% reduction in materials without demand.• Participated in cross-functional advanced dealer / distributor fulfillment initiatives, prepared end of life buy analysis that resulted in better supply optimization and channel effectiveness, and reduced obsolescence.• Developed and implemented key metrics to track, analyze, measure, and anticipate key market segment demand resulting in improved commodity planning, manufacturing execution, increased customer satisfaction, and profit maximization.

• Developed the product pricing matrix for new product launch ensuring pricing compatibility to other product transitions, competitors’ boxes, market share and profit objectives for a retail product family. Prepared US profit and loss statements and consolidated other geographies into worldwide financial summary. • Ensured Divisions’ investments were supported and optimized by business analysis as the financial representative on new product development team. Presented options and recommendations to brand, geography and financial management to develop worldwide investment strategy consistent with business forecasts.• Coordinated product development checkpoints, NPI issues, supply chain risks, and worldwide price action requests for consistency to business forecasts and divisional profit objectives.

• Created and presented the weekly inventory dashboard and plans for IBM’s world class service parts planning and logistics organization. This group was responsible for the planning, and stocking, of a multi-tiered distribution network of service parts and the reverse supply chain and repair of certified service parts. The dashboard included a 30,60,90 day forecast compared to targets by month by line of business with a variance analysis and action plans to achieve target.• Prepared location managers’ inventory status for field, headquarters, and upper management and achieved a 38% inventory reduction thru a combination of network restructuring, parts cost reductions and planning changes.