Katie Davis Email & Phone Number

United States

Atlanta, Georgia, United States

• Led the enterprise-wide Global Supply Chain Productivity program, a 3-year program sponsored by the Executive Leadership Team (CEO + Direct Reports), to drive cost savings and increase OI for the end to end supply chain.
• Delivered $2.8B in savings vs. an established target of $1.5B for the first 3 years. On track to deliver more than $1B incremental savings for 2025. Key drivers of savings include product reformulations, packaging.
• Built and led a global productivity community of ~40 associates with cross functional representation from all 9 Operating Units as well as strategic functional areas (R&D, Supply Chain, Concentrate Manufacturing.
• Drove enhanced supply chain collaboration, knowledge sharing and re-application of key projects across the system. Leveraged influential leadership skills to launch and scale the program globally.
• Established program routines and a financial reporting system to consolidate financials for executive level visibility and reporting (CFO & CTO).
• Partnered with our franchise bottlers to identify cost savings via the benchmarking program, leveraging key supply chain metrics to identify opportunity areas and scale best practices.

Atlanta, Georgia, United States

• Program lead for a multi-year CPS supply chain transformation program targeted to build an agile and optimized supply chain. Targeted delivery of ~$200M productivity savings across the pillars of end-to-end planning.
• Program lead for the end-to-end Global Supply Chain Process & System Transformation (Program Contour) to standardize and automate operations across our $15B supply chain. Implemented SAP S4/HANA to establish a digital.
• Established and led the Program Management Office for both of these programs. Established the process, systems, routines and metrics to drive and track the successful implementation of initiatives. Managed all program.

Greater Atlanta Area

• Program lead for a multi-year Lean Enterprise program that delivered ~$420M in annualized productivity savings by implementing changes to the company’s operating model and ways of working for the center functions.
• Partnered with the Executive Leadership Team to prioritize lean enterprise projects, drive implementation and track performance for productivity initiatives vs. established targets.
• Led program management activities and the development of process, systems, routines and metrics to drive the successful implementation.

Greater Atlanta Area

• Drove leadership routines in support of the overall System of the Future program management office to effectively plan for and execute Coca-Cola Refreshments territory divestitures to North American bottlers.
• Successfully transitioned 4 production centers, 23 distribution centers, 1 equipment fulfillment center, 4200 associates and 107M case volume to 2 North American bottlers (Coca-Cola Bottling Company UNITED and Atlantic.
• Presented weekly executive transition updates to key North American leaders. Leveraged these routines to understand key learnings from other transition teams and to share best practices.

• Led a cross functional team to build a procurement program management office. Established a standard 7-Step sourcing process methodology. Developed the governance structure, processes and operating routines for the PMO.
• Drove all training and capability development programs for the organization. Established a role-based competency framework for procurement and built a training curriculum to support development across these competencies.
• Developed training programs and webinars for 7-Step Sourcing (7SSP) and Negotiations. Organized multiple global training sessions to support international category teams.
• Drove benchmarking activities with several procurement organizations to identify best practices – Nike, Newell Rubbermaid, First Data Corporation, The Home Depot, etc.

• Chief of Staff for Global Procurement and provided direct strategic support to the Chief Procurement Officer of The Coca-Cola Company. Managed the function’s 3 year Technical Strategy document.
• Led the 2015 Business Planning process leveraging a zero-based work approach. Partnered with the strategic planning directors from other Technical functions to ensure alignment between work charters that crossed.
• Led a 20+ person engagement team to drive improved employee engagement within Procurement across 5 workstreams.

• Supported the Odwalla Integration project as lead Program Manager responsible for overall program schedule and milestones, tracking critical path items, identifying risks and interdependencies, and managing.
• Led a cross functional team through Phase I of this strategic initiative to integrate back office operations into Coca-Cola Refreshments standard processes (HR/Finance).

• Led the development and launch of the Direct to Store (DTS) and Rapid Deployment Center (RDC) Supplier Compliance Programs. Key responsibilities included overall program management, development of the internal/external.
• Drove significant improvement across key supply chain metrics – On Time delivery improvement from 69 to 90%, ASN Timeliness from 86 to 98%, Fill Rate from 98 to 99%.
• Developed web-based dispute tool and staffed/trained 15-person dispute team to support the supplier compliance program. Trained team to partner with top offender suppliers to root cause issues and implement corrective.

• Delivered an enhanced Merchandising Services Team (MST) platform to all stores and merchants to replace the legacy Vantive system for store merchandising requests. Improved store ‘voice of the customer’ score from 4.7.
• Implemented enhanced MST reporting for both merchants and the field to enable more detailed analytics.

• Successfully developed and implemented the Centralized Auto Replenishment (CAR) Roadshow program to improve adoption of a new centralized replenishment program. Delivered presentations to over 350+ associates ranging.
• Managed development of CAR Rapid Web Based Training for store associates.

• Led the development, rollout and training of a new DMAIC based strategic sourcing process for indirect procurement.
• Supported the Capital Center of Excellence (COE) in a program management role, driving the COE to exceed their cost out goal for 2005 by achieving $20.4M in realized savings.
• Drove the Capital COE 2006 opportunity assessment, identifying new projects targeting $25M in annual savings.

• Led an armored car cross-functional initiative with Loss Prevention, Strategic Procurement, Treasury, Legal and Store Operations to reduce The Home Depot’s cash in transit by $50 MM, reduce service fees by $3.2 MM and.
• Evaluated various technology solutions for cash management in the stores that would deliver up to $60+ M (5-year NPV) in labor savings for the back office.

Bachelor Of Engineering - Be, Industrial Engineering

Master Of Business Administration - Mba

Scrummaster, Agile