Lead the group that owns the factory shipment revenue commitment process in close collaboration with the Fulfillment Supply Chain Organization and Cisco’s Corporate, BU and Supply Chain Finance teams.Manage the Supply Chain Operations quarterly Operating Plan process to set Cisco’s product revenue plan and capability range.Drive a Guardrails framework to set the parameters which informs a cross functional trade off discussion across the fulfillment supply chain on revenue, cost, inventory and customer outcomes.

Lead a global team responsible for driving over $700M/week in customer orders from schedule-to-shipment. Leveraged customer insights to design and implement an entirely new suite of metrics (Lead Time Integrity) that improved the percentage of orders scheduled to within 7 days of external quote from 45% to 93% within a year.Improved Initial Scheduling vs. Lead Time Goal to record levels through increased supply visibility across multiple ERP platforms (Oracle/Kinaxis), and consistently scheduled over 90% of all orders within a 24 hour SLA.Owned execution of $10 Billion+ quarterly corporate shipment plan, with shipments departing from 14 logistics centers on 4 continents. Led cross functional team of approx. 40 individuals which successfully achieved the quarterly revenue guidance for 3 years running.Functional leader in the Customer Excellence Program within operations. Identified pain points that drove customer frustration related to order scheduling and lead time performance, and pushed these insights back into the fulfillment supply chain, resulting in consistent Y/Y improvement to the Net Promoter Score. Implemented a cross functional expedite reduction initiative with 30+ team members that collectively reduced customer-expedited orders by 40% Y/Y.

Manage a team of twelve planners that were responsible for demand forecasting across six separate Business Units that account for ~$18 Billion in annual revenue.Hired and developed core team of planners to ramp up operations in new Guadalajara supply chain site.Provide oversight to planners responsible for managing impact of NPI and EOS transitions while keeping forecast accuracy above goal and simultaneously mitigating any potential excess inventory.Developed forecasting reporting tool that consolidated accuracy, bias, and value-add across multiple forecast streams and highlighted optimal areas to drive improvements with scarce resources.

Collaborate with Sales, Manufacturing, and Finance teams to align operations with the marketing forecast, drive down excess inventory, and communicate quarterly results to multiple Business Units.Designed and implemented initiative to reduce freight costs in a business unit with high pressure on margins by extending lead times on low running items. Pilot program targeted 60 items in 2 geographic regions to determine effectiveness, which was followed by a full program rollout over the following two quarters.Set up monthly reviews with China-specific product marketing team in order to address the large quantities of excess inventory on a number of key items. Successfully identified the essential focus items, planned promotions with the sales and marketing teams, and implemented scrap plans where necessary.

Align demand forecasts with supply chain capabilities and capacity restraints across multiple business units accounting for over $2 Billion in annual revenue.Create and manage a big deals tracking tool that allows manufacturing to better understand and prepare for upcoming sales that could pose an operating risk to the supply chain.Highlight and minimize excess inventory both at contract manufacturer sites and at distribution partner facilities.

Created forecasting tool to analyze bookings, supply, backlog, build and ship plans at product family level to give greater visibility to central planning team. The processes put in place allowed for increased revenue predictability at quarterly and annual intervals.Established and managed weekly forum for demand and supply managers to reconcile sales forecasts with supply constraints to refine build and ship targets throughout the fiscal quarter. The forum allowed managers to highlight problem areas earlier in the quarter and take corrective action where appropriate.Created flexible margin tracking capability that could be tailored to analyze any specific business unit or product family segment. The tool presented past data and future forecasts in a manner that allowed for insights on a number of issues, including pricing and scheduling.

Performed systematic S&OP current process review and introduced a number of best practices to allow for a more streamlined planning process, a longer planning horizon, and improved scorecard generation/scenario planning.Executed contingency planning during major supply chain disruption that included immediate loss of production capacity; assigned existing inventories to markets where none existed and developed allocation planning models that allowed the maximum number of patients to continue receiving uninterrupted treatments for potentially life threatening conditions.Created business plans and product expiry tools for newly acquired products, incorporating them into formal Genzyme business processes.

Designed, configured, tested, and supported all procurement aspects of three global SAP implementation projects.Core team member in securing a $30 million engagement to transform client operations by consolidating processes into shared services. Optimized client's organizational structure by reducing layers and improving spans of control. Implemented an enterprise-wide instance of SAP.Facilitated a six week client workshop session to standardize work management processes across three previously separate operating companies. Developed procure-to-pay blueprint solution for global SAP implementation. Assisted in facilitation of blueprint workshops in order to determine client-desired standard SAP processes. Identified gaps in the current SAP environment that required resolution.

Monitored customer orders through SAP on a continuous basis to ensure maximum delivery efficiency at lowest costCommunicated with production facilities and warehouse teams to expedite replenishment of low stock items in order to minimize product cutsMaintained constant contact with customer account representatives to prepare for large upcoming orders or to minimize costs from any late shipments

Generated logistics performance monitoring reports for review by distribution management teamDeveloped comparative analysis studies to determine results of private fleet vs. third party distribution alternatives

Developed warehouse benchmarking system to prioritize logistics cost reduction opportunitiesOptimized warehouse layouts and routings to minimize product handling and increase throughputTracked performance of delivery drivers and warehouse staff to develop optimal transportation routing models