Jerry Joyce Email and Phone Number

We help clients solve pain points and business challenges in supply chain and operations to increase operational profit and reduce working capital requirements. Our process focus areas are strategic sourcing, SIOP and supporting software, network optimization, warehouse optimization/automation, and global transportation.

TriVista’s global team of operational advisers represents the largest dedicated operational advisory team to the Private Equity industry providing Quality of Operations® Due Diligence, Integration, and Post Close Operational Improvement Support. Applies a unique, process-driven approach to identify areas of risk and opportunities to expand margins and improve cash flow.

Cofounder of start-up company applying technology to the development, manufacturing and distribution of smart valve and smart grid products that monitor, measure, detect and stop water leaks and proactively prevent catastrophic damage and waste in both residential and commercial markets. Lead Sales, Marketing, Finance and Operations including P&L.

Promoted in 2008 to lead global operations supplying 95 countries each quarter. Restructured manufacturing engineering to streamline the flow from the NPI process into contract manufacturing. Led the customer service organization to best-in-class rating in the mobile industry. Outsourced US manufacturing and repair operations to a US contract manufacturer saving $12M/year. Consolidated 4 offshore contract manufacturers to 2 strategic EMS partners. • Increased inventory turns by 50%• Increased on time delivery for complex microwave radio systems from 54% to 91%. • Successfully integrated a WiMax company acquisition into Global Operations in 3 months• Saved $16M annually through outsourcing and consolidation in both the US and Asia• Reduced department operating expenses by $2M per quarter.

Joined the company facing significant Asia supply chain operational deficiencies and a pending merger with a larger company. Created merged operations of revenue management, supply chain strategy and integration, strategic sourcing, supply operations, order management and fulfillment, sales and operations planning and global logistics. Successfully merged two disparate corporate cultures into a high performing global organization. • Reduced material cost by 10% ($28M) in first year by consolidating both the supply base and contract manufacturers. Continued year over year cost reduction of 8-10% per year. • Reduced lead times by 40% utilizing strategic component/subassembly stocking and postponement strategies at contract manufacturers, VMI programs and advanced planning/simulation tools in the S&OP function.• Cut freight cost by 20% by reengineering global logistics function including establishing distribution hubs in Singapore and Amsterdam, closing 6 warehouses, implementing a global outsourced freight payment and cost management system, leveraging a preferred global logistics provider and recruiting a professional logistics team. • Reduced inventory $35M with VMI programs, enhanced forecasting/planning and improved business controls.

Joined company facing a costly European centric supply base and inventory levels of under 3 turns per year. Reporting directly to the CEO, led a total restructure of the supply base by strategic re-sourcing of tier 1 and 2 suppliers from Europe to a predominately China-based supply chain and outsourcing all non-core manufacturing processes. Instituted a Supplier Management process including a comprehensive scorecard and certification process. Launched global trade compliance function and implemented VAT and duty savings opportunities in both Europe and Asia. • Slashed direct material costs by 30% with 85% of commodities supplied from Asia• Reduced freight cost by 25% by reengineering global logistics networks and negotiating new contracts • Cut inventory by 30% freeing up $30M of cash using VMI programs with top 25 suppliers to each factory • Improved forecast accuracy to key suppliers by 40% by reengineering the S&OP function• Led and maintained an in-tact organization through an entire acquisition process by a competitor.

Pursuing an entrepreneurial dream, founded a network of comprehensive outpatient medical rehab clinics specializing in pulmonary rehab and physical therapy. Developed extensive referral network of physicians, growing pulmonary business into the #1 market share position in metro Charlotte within first year of operation. Company was acquired by investor.

Recruited from HP to lead Ford’s global logistics and trade function supplying material to 112 plants in 22 countries and vehicles to over 20,000 dealers in 200 countries. Led 400 professionals and managed budget of $7B. • Led the design, implementation and operations of global, multi-modal inbound/outbound logistics networks geared toward speed, quality and lowest total cost in support of corporate order fulfillment and supply chain initiatives. • Orchestrated the outsourcing of Ford's entire customs operations to a leading trade services software company in a creative equity relationship generating over $180M of equity to Ford in the first month after an IPO.• Negotiated a joint venture with UPS forming Autogistics, reducing vehicle delivery time by 45% in first 6 months.• Slashed $35M of international freight cost in first year by forming a Global Sourcing Board • Legally avoided $2.2B of duty expense through extensive leveraging of global and regional trade programs. • Developed global IT systems infrastructure and team to manage outsourced logistics operations while retaining network design, modeling and optimization competence within the company. • Identified and developed strategic supply chain technology partners forming alliances with equity interests in leading companies in e-commerce and web-based collaborative solutions.

Led the global logistics operations for HP's enterprise systems business. Pioneered global door-to-door delivery from distribution center to customer, slashing time and cost from global networks while providing real time web-based status. Provided consulting services to key customers involving complex global deals. • Cut global outbound logistics cycle times by 75% (12 days)• Achieved a 98% global on-time delivery performance• Eliminated 37 local country redistribution hubs and 44 logistics service providers• Reduced global logistics cost by 50%, saving $150M annually• Reduced duty expense by 30% over three years by fully leveraging global trade initiatives. Prior HP Positions:Reengineering Program Manager – Computer Systems Group, Boeblingen, Germany Reengineered the supply chain for HP's computer systems business in Europe. Optimized the strategic sourcing of computer products from the US to Europe to significantly reduce customer delivery time in the EU. Reduced mfg and delivery times by 70% (7 weeks to 10 days) and increased customer satisfaction by 80%. Reengineering Program Manager - HP/Apollo Division, Exeter, NH Led the reengineering of Apollo Computer's global order management, manufacturing and distribution operations after the acquisition by HP. Utilized Quality Functional Deployment (QFD) process to convert a "build-to-stock" high volume computer manufacturing operation to a "build-to-order/JIT" operation. Reduced FGI by 70%, mfg cycle time by 60% and overhead by 30%. Former HP Roles:Marketing Services Manager - Workstation Systems Division, Fort Collins, CO Materials Manager - Manufacturing Test Division, Loveland, CO R&D Project Coordination Manager - Manufacturing Test Division, Loveland, CO Business Operations Planner - Loveland Instrument Division, Loveland, CO