Mark Pizov, Mba, Meng Email & Phone Number

Pittsburgh, Pa, Us

The Supply Chain Planning & Logistics Board is the confidential, vendor-free membership organization for supply chain leaders at the world’s biggest companies. As a Board Chair, I’m responsible for leading my company’s membership in the community.

Pittsburgh, Pennsylvania, United States

Leading 60-person international team responsible for demand planning, production planning/scheduling, and procurement across 15 chemical manufacturing plants in NA, EU, and Asia, accounting for $1B in revenue. S&OP process owner, directly responsible for monthly S&OP routines in NA and EU. Responsible for demand and capacity planning across 15 plants in NA, EU, and Asia, supporting quarterly and annual S&OP routines. Directly responsible for raw materials and packaging procurement across 6 plants in NA and EU, totaling $180M.

Pittsburgh, Pennsylvania, United States

Led 25-person team responsible for production planning/scheduling across 4 chemical manufacturing plants in NA, accounting for $0.5B in revenue. NA S&OP process owner, directly responsible for monthly S&OP routines. Responsible for implementing capacity planning process across 15 plants in NA, EU, and Asia to support quarterly and annual S&OP routines.

Pittsburgh, Pennsylvania, United States

Oversaw department of 100 union and non-union personnel responsible for production planning and scheduling across 7 US-based steel mills. S&OP process owner, responsible for all weekly, monthly, quarterly, and annual S&OP routines. Responsible for vendor management of 100 outside processors (value-added services and warehousing).

Greater Pittsburgh Area

Oversaw 30-person international supply chain team to support a $0.6B business. Responsible for global demand planning and distribution planning across 3 distribution centers in US, Belgium, and Singapore. Led production planning and material planning for 7 plants across US and Germany. As SIOP process owner, was directly responsible for global SIOP routines.

Pittsburgh, Pa

Owner of global inventory working capital strategy across 6 factory clusters in United States and Europe. Worked cross-functionally with Business Planning, Commercial, Manufacturing, Logistics, Procurement, and Finance to achieve a $864 million reduction in Net Inventory over a 15-month period; a 35% improvement in working capital. Days Inventory Outstanding driven from 83 days to 58 days during that same period.Owner of Sales & Operations Planning process for North American Flat Rolled business unit. Instituted procedure and tool improvements to enhance scope of quarterly planning process and improve turn-around time from 8 weeks to 4 weeks. Owner of reporting and integrated planning tool support for North American Flat Rolled business unit. Oversaw team re-training and tool enhancement to migrate reporting environment from MS Access/Excel to Oracle OBIEE, Alteryx, and Tableau. Centralized reporting support, saving department $150k in contractor costs and software license fees annually.

Pittsburgh, Pa

Drove inventory working capital strategy and distribution resource planning strategy that encompassed 14 factories, 21 distribution centers, and 4,000 SKUs. Worked cross-functionally across Demand/Supply Planning, Manufacturing, Logistics, Procurement, and Finance to achieve a $110 million reduction in Net Inventory; a 17% improvement in working capital.

Greater Pittsburgh Area

Directly reported to VP Supply Chain, and Chief Procurement Officer. Oversaw department budget of $4.3 million that supports 4 managers, 3 team leads, and 24 employees, as well as 8 matrix reports across the US and Europe. • Developed and executed three-year plan to standardize Westinghouse-wide processes and procedures in the area of inventory management supporting $700M of operational inventory across three continents. • Cycle counting accuracy improvements of 5%-10% achieved across most sites, with several sites achieving 99.9% accuracy.• Inventory turnover improvement 5-15% achieved across most sites over three-year period.

Greater Pittsburgh Area

Spearheaded SAP ERP re-implementation within the Nuclear Power Plants Business Unit, implementation of SAP MDM (Master Data Management) module, and directed 10 business process re-engineering teams as lead of the SCM Project Management Office. • Effectively managed $13 million budget across two financial organizations, 17 team leads, and an extended team of over 100 internal and consulting resources. • All process re-engineering activities achieved the centralization of the SCM function from three separate SCM groups to one, reducing department costs by 15% over two years.

Greater Pittsburgh Area

Managed three geographically dispersed, Pittsburgh-area, teams of material planners and storeroom clerks that oversaw $55 million in inventory, consisting of aftermarket spare parts, field support consumables, and direct materials. • Oversaw a $2.1 million department budget that supported 18 employees and contractors. • Introduced a Collaborative Planning Forecasting and Replenishment program with key suppliers, which allowed the team to reduce stock outs for those products by 20%.• Initiated an ABC analysis program, which improved inventory turns by 10%.• Enhanced cycle counting programs across all Pittsburgh-area locations. Cycle counting accuracy improved by 5%-12%.• Instituted an obsolescence review program at US Field Services main support center, allowing the team to reduce its warehouse space by 25%.

Cleveland/Akron, Ohio Area

Directed category strategy for a 750-store chain of company-owned tire and service centers, representing $400 million in sales, and $60 million of inventory. Developed product screens, assortment, and stocking solutions for three distinct retail store formats. Evaluated secondary sources of supply through non-company distribution sources. Key Accomplishments:• Built national network of tire wholesalers to supply tires on a same-day basis to any company-owned store. Actions helped to avoid product shortage during prolonged plant strike.• Established relationship with internal import organization to provide oversees-made opening price point product, leveraging the company-owned wholesale distribution network.

Cleveland/Akron, Ohio Area

Spearheaded initiative to implement Sales & Operations Planning (S&OP) process for the division. Developed demand forecasting process for North American and European divisions. Built cross-functional teams to perform software selection, implement system, and support new S&OP process after implementation. As primary liaison to information technology group, prioritized all information technology projects related to supply chain management.Key Accomplishments:• Developed ABC analysis of North American inventory across a dozen plants and recommended plan of improving service levels, while reducing finished goods days-inventory levels. • Evaluated proposal by large customer to move to a Pay-on-Scan and Collaborative Planning, Forecasting, and Replenishment program and recommended a course of action.• Implemented SIOP process and system on-time and under budget.

Cleveland, United Kingdom

Oversaw team of 10 internal and consulting resources to implement Ariba Buyer e-procurement software program at corporate headquarters. Responsible for creating and executing project plan, working with subject matter experts to develop new processes, and facilitating resolution of all project-related functional design issues. Directed 16 internal and consulting resources to run North American sourcing in support of global Ariba Buyer implementation. Designed RFQ process, leveraging several in-house applications, which significantly improved a single negotiator’s ability to manage the RFQ process with little technological knowledge. This included generating large market baskets, developing an RFQ template, collecting participant’s responses, analyzing bids via a custom MS Access application, and awarding bids. Key Accomplishments:• Sourced $140 million of annual expenditure comprised of plant MRO, service parts for resale at Goodyear service outlets, and commercial print to produce savings of $14 million per year over a two-year period.• Led MRO large-market basket RFQ (18,000 items) initiative to produce savings of $2.2 million on annual expenditure of $32 million. Analysis involved bids from 25 suppliers.

New York, Ny

New York, Ny

Mba

Meng, Operations Research

Ba, Mathematics & Economics

Global Organization Leadership Development Program