James Bentzley Email & Phone Number

Hillsboro, Oregon, Us

Hillsboro, Oregon, Us

Franklin Lakes, New Jersey, Us

Jim partnered as an internal coach, mentor and consultant to the leadership teams at multiple billion dollar Bioscience Business Units in the following areas as part of the Corporate HQs Center of Excellence (COE):- Multi-Echelon Inventory Optimization via Supply Chain Guru Scenario Analysis that identified significant increased service level opportunities at reduced customer lead times for no increase in overall inventory investment.- Supply Chain Planning and Production Floor Control improvements that included teaching a three day Manufacturing Planning class highlighting best practices and practical application approaches.- Integrated Business Planning (Advanced S&OP) Maturation via formal gap analysis with scorecard accountability on Maturity Roadmaps.- Customer Experience Improvement for Field Service function by leading a three day workshop around nine project sub-teams that delivered more than a 10% improvement in parts availability and increased net promoter scores.

Jim engaged with multi-national manufacturing companies to improve supply chain performance including mentoring executives and leading Integrated Business Planning (IBP / S&OP / SIOP) process implementations. Some of his recent work includes:• Developed first ever monthly demand consensus process for large manufacturer leading to 24-month visibility of gaps and allowing for scenario generation and analysis• Introduced Aggregate Supply Planning tool for Rough Cut Capacity Planning (RCCP) and segmented product lines to stabilize production zones, reduce scheduling challenges and improve service• Formalized accuracy reporting of monthly IBP cycle assumptions, risks and opportunities to make continuous improvements to global planning framework• Initiated Planning & Control efforts around Bill Of Material (BOM) and Routing accuracy improvements• Extended collaboration to supply base and customer base to mitigate risks and ensure demand plan realization

Portland, Or, Us

Jim led the department responsible for demand planning, customer service, production scheduling, procurement, inventory control, transportation, warehousing, and capacity planning for a start-up contract and private label food manufacturer and acted as the company’s overall leader for the monthly strategic and tactical planning processes (Advanced Sales & Operations Planning / IBP). Reported to CEO.Key Accomplishments Included:- Established a comprehensive multi-year Supply Chain Strategic Initiatives plan that established a strategic sourcing program creating 4.7% in positive Purchase Price Variance (PPV) in less than a year, established a consensus forecasting process with customers, increased warehouse productivity by 34%, identified resource constraints & new capital equipment investment needs, decreased inventory by over 20% and increased service levels- Led all supply chain innovation efforts including the selection process for the company’s first Enterprise Resource Planning (ERP) software implementation to address the rising complexity in the business- Developed comprehensive supply chain growth expansion plan including ideal manufacturing and distribution footprint for 50% growth per year scenario- Identified potential customer freight savings through optimizing mix of over-the-road and intermodal freight resulting in >$1 Million in savings in less than one year- Established collaborative forecasting and replenishment protocol with customer base that led to 40% increase in forecast accuracy and a 23% increase in forecast consumption- Mentored largest customer with their ERP implementation to optimize planning horizon settings to dampen non-critical exception signals resulting in a 60% reduction in Bridgetown’s firm zone schedule changes- Launched disciplined monthly collaboration process with customer base on forecasting and opportunity engagement leading to increased wins and improvements in forecast accuracy

Chicago, Il, Us

Jim led the $1.4B Foodservice & Ingredients Division in the implementation of Integrated Business Planning (IBP) process (Advanced Sales and Operations Planning) and acted as internal management consultant, coach and key leader on the division President’s direct staff.Key accomplishments included:- Collaborated with leadership to extend the supply chain planning process end-to-end to mitigate risks yielding increased responsiveness during multiple key supplier failures including the avian flu crisis / egg supply constraints that resulted in an allocation guaranteeing a 99% case fill rate- Division lead and key member of corporate supply chain team during SAP Hana implementation steering group defining fulfillment rules & fielding the new S&OP workbench with results later adopted by Heinz during merger- Founding member of Kraft IBP / S&OP Corporate Center of Excellence (COE) that aligned best practices across all business units and provided a unified audit and rating system for process adherence and maturity that aided deliver financial results 5 quarters in a row- Initiated the first 36-Month Product Development Pipeline Planning view ever within the organization for better portfolio management in key markets and implemented a collaborative demand management process that led to world class forecast accuracy levels above 80% and the elimination of forecast bias- Identified/Championed >$200 Million in market adjacencies and product portfolio gap opportunities for strategic plan inclusion- Increased organization's strategic agility leading to >10% year-over-year $OI growth

Galway, Ie

Key Areas within Medical Products Business Unit: Supply Chain Planning, Integrated Business Planning (IBP)/(Advanced S&OP), Business Analysis, Strategic Planning, Demand Planning, Supplier Planning, Sustaining Engineering, Product Development, Marketing, Global Logistics, Customer Experience Management, Customer Service Centers & MigrationIn this position, Jim significantly improved the strategic planning, commercial and operational execution across the entire supply chain in a global B2B matrix organization. He achieved these results through his implementation of both regional and global IBP strategic planning processes, leadership of the seven customer advocate/service centers, and steadfast dedication to process streamlining within his sustaining engineering, trade compliance and logistics groups. Key Accomplishments Included:- Increased Executive Team's focus resulting in 4 years over-achieving financial targets for revenue, OI and cash flow- Drove >200% forecast accuracy improvements via customer collaboration and formalization of the demand process including the implementation of Salesforce.com and other global forecasting collaboration software modules- Collaborated with procurement to reduce cumulative lead times by 50% with strategic supplier development and supply agreement implementation for US and China-based vendors- Reduction in Sustaining Engineering Project cycle times by 60% through prioritization and risk based validation process introduction - Increased customer intimacy via development of customer experience & employee engagement training workshops and newsletter yielding a 300% increase in the BU's Net Promoter Score in one year

Great Neck, Ny, Us

Led the Logistics Demand Planning Department with responsibilities for the positioning of inventory across the distribution network from three plants across US and including sourcing from contract manufacturer in China, in-freight transportation planning & budget, Finished Goods Inventory and Production Plan, SKU Forecasting, Supply Chain Optimization to minimize total delivered costs and Obsolescence avoidance during Product/SKU transitions. Acts as the overall leader for the company's monthly Sales & Operations Planning (S&OP) process

Fridley, Minnesota, Us

Led Logistics department of 13 personnel in the areas of Demand Planning and Finished Goods Inventory Control for a $900 Million Private Label Manufacturer. Managed the monthly Demand Plan development within the Sales & Operations Planning (S&OP) process.

Fridley, Minnesota, Us

Led a group of eight logistics planners in the execution and achievement of corporate, division, plant and functional area goals.

Fridley, Minnesota, Us

Managed and led teams in the execution of logistics goals and projects for a $900 Million company.

Fridley, Minnesota, Us

Synchronized supply & demand across a multi-discipline team consisting of manufacturing, marketing, and sales personnel.

Arlington, Virginia, Us

Led diverse teams in peacetime and wartime operations in multiple locations around the world and was personnally responsible for logistics operations including warehousing, transportation, maintenance, training and resupply missions for organizations of up to 10,000 personnel

Executive Leadership Certificate, Executive Leadership Program

Master Of Science (Ms), Management

Bs, Finance