SIOP, Integrated Business Planning (IBP), and Supply ChainDirected and managed the production planning of 1.25M Sq Yd of residential carpet, optimizing manufacturing processes, resulting in a significant increase in production efficiency and cost savings. Reported to the Vice President of Supply ChainDeveloped and implemented strategic production plans, resulting in reduction in lead times/date revisions and an increase in on-time delivery performance for carpet productsCollaborated with cross-functional teams including Operations, Product Development, Sales/Marketing, and Finance to align production plans with forecasts and business objectives, ensuring seamless coordination and manufacturing employee retentionOversaw the successful implementation of production planning software systems customized for Mohawk Industries, resulting in improved data accuracy, visibility, and decision-making capabilities specific to the carpet manufacturing contextSuccessfully transitioned business from an annual to quarterly new product launches

Commodity management for Top 50 national snack food maker, providing niche, affordable products to foodservice and retail supermarket outlets.Facilitated and approved volume or time-based contract negotiations for raw ingredients and packaging materials, as well as capital expenditure, MRO, and bulk equipment. Expanded single-sourced Supplier base by qualifying at least 1 additional Supplier for all items (dual sourcing).Implemented a planning collaboration tool, integrating data from multiple sources (Oracle JD Edwards EnterpriseOne 9.1, SQL queries) to obtain accurate projections of stock consumption and availability, prioritizing inbound supply based on market demand, balancing service, cost, and cash impacts. Designed and implemented queries/reports for site-wide supply chain parameters, production scheduling, stock optimization, and material master validation.Performed analysis of year-over-year business trends to create glide paths for continuous improvement. Reduced costs through eliminating redundant materials, BOM validation, and working with Sales to plan time-sensitive purchases and last time buys. Re-balanced inventory within the domestic factory network to reduce excess inventory and limit unnecessary production and material supply purchases. Reviewed inventory discrepancies and coordinated inventory adjustment activity between Warehouse/3PL and Accounting. Guided month-end inventories and cycle counting, redesigning floor-level paperwork for functionality. Determined root causes for monthly variances, identifying system, forecast, and production issues.Negotiated improved payment terms and lead times. Resolved issues related to delivery capability or reliability. Established Vendor-managed inventory programs. Reviewed non-conforming inventory and coordinated inter-company rework or returns to Vendors for credit / replacement. Monitored purchase order goods receipt and invoice receipt activities (RNV) and reconciled discrepancies.

Global, cross-functional integration project. Managed $270 million in finished goods inventory (fragrance, cosmetics, body care, hair) and $45 million of non-finished goods inventory, across 5 global factories (Spain, USA, Monaco, UK, France), external operations (60+ suppliers), and local customization teams.Supported readiness for post-merger integration and reporting KPIs (Coty and Procter & Gamble merger), incorporating another 160+ million dollars worth of inventory (Hugo Boss, Gucci, CoverGirl, Wella, Clairol). Implemented material supply inventory into Microstrategy. Integrated newly acquired distribution centers into existing supply chain network.Developed and implemented the global Safety Stock tool within JDA, incorporating business strategies considering service, forecast accuracy, bias, and inventory turns, to maximize service and minimize inventory. Transitioned operational ownership of parameter management from regions to manufacturing sites. Built metric dashboards and reporting tools to present inventory data and identify improvement areas (Microstrategy, SAP, JDA, BI, Oracle SQL, Access, Excel).Implemented global ABC analysis. Made suggestions for default parameters per Factory. Maintained Manugistics parameters, identifying opportunities to align parameters with specific market needs, including time-phased Safety Stock increases and reductions. Coordinated cross-functional teams to effectively resolve business-critical problems.Notable brands: Calvin Klein, Chloe, Davidoff, Marc Jacobs, Adidas, OPI, CoverGirl, Rimmel, Sally Hansen, Max Factor, philosophy

Key contributor in local and executive Sales and Operations (S&OP) process, collecting data, analyzing, and reporting monthly KPIs for $600+ million North America business. Reviewed monthly sales forecasts, aligning with regional Sales, Marketing, and Demand Planning, ensuring regional objectives vs. financial budget & LE. Partnered with the Commercial Supply Chain leaders to perform service level analysis and action plans for improvement. Performed analysis of year over year business trends to create glide paths for continuous improvement.Collaborated with Markets as the single point of contact for supply-related questions in cosmetics (Rimmel, New York Color) and improved annual service levels from 92% to 98%. Assisted in service improvements to increase service "on time" fill rate from 89% to 92%. Prepared reports for material status visibility to markets. Communicated back-in-stock dates and exact root causes (19) and corrective action for product out-of-stock shortages. Coordinated with the allocation team to prioritize critical inbound shipments with DC and reserve inventory for critical accounts.Coordinated with Sales, Marketing, and Demand Planning to reduce and disposition Value at Risk (VaR), excess, and obsolete inventory. Determined root causes for monthly variances, identifying system, forecast, and production issues.Assisted in implementing a global planning collaboration tool (Access, Excel, PowerPivot, DAX), prioritizing manufacturing workload based on market demand, integrating data from multiple sources to obtain accurate projections of stock consumption and availability. Lead weekly regional service meetings with UK manufacturing.Created product lifecycle tracking tool to incorporate FIFO principles for new product launches and phase-in, phase-out, and forecast adjustments. Built adaptable user interfaces for planners to view and manage their workload.

Managed and deployed inventory between global and local trade lanes, including ocean container and air freight load-building, the quote process, and inbound and outbound tracking with Fourth Party Logistics (4PL) provider. Organized shipping routes for new and exception trade lane requirements. Maintained JDA / Manugistics parameters, aligning to market needs. Coordinated with Logistics Operations to review, improve, and correct lead times. Tracked and resolved pending shipments in the transportation network and Distribution Center via available tracking tools. Specialized with Europe and the UK, including 3rd Party Manufacturers and inter-company transfers.Assisted in developing an allocation tool to maximize container space use while minimizing inventory, incorporating market-specific requirements and exceptions, balancing service, cost, and cash impacts. Performed rough-cut capacity planning (0 - 4 months) for trade lane alignment with DC and Transportation. Executed tools for global and local inventory rebalancing to reduce excess inventory and limit unnecessary production and material supply purchases.

Senior Buyer / Planner for in vitro laboratory diagnostic instruments, assemblies, and spare parts, with a primary focus on purchased parts from OEM vendors in the Asia-Pacific, and domestic warranty, refurbishment, and repair suppliers. Ensured an undisturbed supply of material (delivery capability / reliability) at the most economical holding costs possible. Cared for open Customer orders and escalations through restricting release (sales blocks); intercompany repair; working with Business Units to find alternative materials or sourcing; drop ship from Vendors and manufacturing sites.Optimized inventory within a centralized warehouse and domestic depot network, including repair candidate pool and coordination of scrap of excess. Managed materials throughout the product life cycle, including lifetime buy and limited supply situations. Eliminated redundant materials. Approved intercompany returns for global inventory leveling and optimization. Continuously maintained material master parameters (order policies, reorder points, economic order quantity, safety stock, text, etc.).Established Vendor-managed inventory program, maintained min/max settings, and initiated cost-effective blanket purchase orders. Maintained subcontracting BOM. Monitored purchase order goods and invoice receipt activities (GR/IR) and reconciling discrepancies and foreign currency fluctuations. Reviewed inventory discrepancies and coordinated inventory adjustment activity between 3PL and Financial Controlling departments. Reviewed non-conforming inventory and coordinated intercompany rework or returns to Vendors for credit / replacement and scrap.Member of monthly Product Health and Vendor meetings to communicate escalated issues, address late PO lines, and various ongoing or upcoming projects. Business Units / Modalities: Chemistry / Immunoassay, Automation, Informatics (CAI) Hematology, Hemostasis, Specialties (HHS), Point of Care (POC), and Molecular and Microscan (MM)

Designed and implemented 4GL and SAP queries/reports for site-wide supply chain parameters, stock optimization, and material master validation. Assisted as a process expert and 2nd level support for conversion of AMAPS/3000 to SAP ECC 6.0. Designed reports to optimize safety stock for production kanban inventory. Trained new employees in Material Requirements Planning.Buyer / Planner at an ISO 9001:2008 certified facility for in vitro laboratory diagnostic equipment spare parts and assemblies, with a primary focus on purchased parts from OEM vendors in the Asia-Pacific. Ensured an undisturbed supply of material (delivery capability / reliability) at the most economical holding costs possible.Optimized inventory within a centralized warehouse and domestic depot network. Eliminated redundant materials. Ensured accuracy of demand forecasting. Managed materials throughout the product life cycle, including lifetime buy and limited supply situations. Approved intercompany returns for global inventory leveling and optimization. Continuously maintained material master parameters (order policies, reorder points, economic order quantity, safety stock, lead times). Optimized repair candidate pool and coordinated scrap of excess. Cared for open Customer orders and escalations through restricting release; intercompany repair, harvest, and salvage from candidate instruments and parts; working with Business Units to find alternative materials; drop ship from Vendors and manufacturing sites. Ensured adequate component inventory for the production floor. Maintained subcontracting BOM. Monitored purchase order goods receipt and invoice receipt activities (GR/IR), including price and quantity discrepancies. Reviewed inventory discrepancies and coordinated inventory adjustment activity between Warehouse and Financial Controlling departments. Reviewed non-conforming inventory and coordinated in-house rework or returns to Vendors for credit or replacement and scrap.

Project manager and Logistics engineer for the redirection of production towards the US and Eastern Europe to pursue cost reductions, building an assembly facility and a manufacturing site. The aim was to increase local-for-local and local-for-global capacity and shift production from an engineering-to-order to a build-to-order policy.Facilitated high-level interdepartmental teams to find quick-wins for process alignment and flow between point-of-sale and point-of-shipment.Project manager in ERP conversion/training (Syspro to Baan IV), including implementing a wireless logistic technology (Bridgelogix), bringing the ability to perform bar-coded shipping, receiving, cross-docking, kanban replenishment, hours accounting, etc. from handheld devices.Designed and ran queries, reports, and key performance indicators. Designed the Management Dashboard for global budget analysis/reporting. Redesigned floor-level paperwork for functionality/simplicity. Drafted and implemented return-to-vendor and customer return policies. Edited suppliers, prices, lead times, order policies, systems, and methods. Trained others in Material Requirements Planning.Reviewed and edited Bills of Material in conformance with global standards. Released/maintained engineering items and BOMs into live production. Team member in production analysis to determine items to be put in kanban or backflushed. Recruited to reduce production order shortages/discrepancies, minimizing outstanding and overall replenishment orders. Coordinated bidding for vendor consigned inventory program. Eliminated redundant items in item master/BOMs.Led inventory management team; Developed cycle count program with ABC analysis of inventory to minimize year-end audits. Optimized sales and production inventory storage and retrieval. Cooperated with Controllers on compliance and root cause analysis of inventory adjustments and transfers. Investigated and reconciled inventory inaccuracies. Assisted in year-end audits.

Assisted in the oversight of daily operations of the facility that shipped >100K line items annually. Performed unloading of delivery trucks and inspection, receiving, and storage of materials. Certified as a forklift operator. For Customer order fulfillment, performed material picking and distribution to the production floor, as well as spare parts, finished goods, and capital equipment packaging and loading. Coordinated with preferred Carriers to meet Customer needs at the most cost-effective rates. Operated final assembly equipment (e.g., pneumatic tools, cranes). Performed periodic inventory counts. Organized and restructured warehouse storage for optimal flow. Participated in the 5S team.