Provided counsel to executive leaders on the Repack Supply Chain strategies and transformation for Food and Beverage based on given projects and technologies in order to increase service levels. Defined and delivered the future geographic repack operating model based on cost evaluation and volume scoping.Created and ensured future capability through solving end-customer expectations through business improvement advancement.Built a flexible Food and Beverage Repack network to meet changing demand through strengthened synergies through data driven analysis to shape the Supply Chain.

Formed and maintained partnerships with Global, Sector, and local operational, engineering, procurement, and financial teams to advance automation worldwide.Implemented the Global Logistics Automation Program to enable the management, planning, acceleration, and delivery of $4M in productivity in 2016, $37M in productivity in 2017, $18M in productivity in 2018, $31M in productivity in 2019, and confirmed $37M in 2020 through the capturing of ~$280M in global strategies across a strategic roadmap.Globally tracked 500+ Manufacturing and Warehouse projects year over year, timelines structured, managed, and reconciled against strategy plans and AOP initiatives worldwide. Guided Global productivity strategies and pipeline initiatives worldwide through scorecarding at the Sector and Executive levels on a Period basis.Led the Low Cost AGV agenda in Europe, Latin America, Asia, and Middle East to bring attention to point-to-point automated vehicle functionality at a 30% to 40% price reduction compared to traditional vehicles. Created, implemented, and tracked scouting and pursuit initiatives to seek lower cost automation vendors through Discovery, Assessment, and Project Initiation resulting in identifying and assessing 162 suppliers.Built the Low Cost AGV Pilot business case in Romania receiving CAPEX approval in 2019 to deliver 1M in productivity, with strategies in place to follow on 25+ sites in reapplication opportunities using stacked wins and alternative savings benefits.Assisted in the development of the business case engaging site/vendor, assessment, and economic validation in Florida (1M USD savings) for AGV’s for a 2019 CAPEX submission.Managed and influenced storage and retrieval projects in China and the US resulting in the on-time delivery of a 10,000 pallet position automated system, development of a 30,000 pallet system, and 500 tote mini system totaling 4M in productivity.

Managed the day-to-day financial operational aspects of various projects and ongoing support systems (MDM, EDW, BI, SAP, DQ, BOBJ, and Teradata).Planned and balanced $80 Million in resources, T&E, and hardware/software each Period for Baseline and Project support.Utilized PepsiCo Financial Methodologies to review deliverables prepared by projects teams to enforce standards and reduce financial exposure and risk.Implemented the preparation and presentation of Period Financial analysis with various departments within the Master Data Management, Enterprise Data Warehouse, and Business Intelligence teams (Plano office, Chicago office, and New York office).Functioned as Team Lead and Project Manager for various Supply Chain Tier 1 and Tier 2 projects.Effectively identify resources and assign individual responsibilities to meet changing requirements and scope of project workplans in order to minimize monetary impacts.Improved processes relating to time commitments with respect to tracking designs, creating higher visibility to dates and timelines in order to meet targeted commitments.

Utilized Lean Six Sigma practices on various process improvement projects across several warehouse functions to contribute to the overall savings ($147K in 2011/2012 and $320K in 2013) in the Supply Chain area.Designed and programmed the internal mapping of various Red Prairie DLx Warehouse Systems within the PepsiCo network (35 locations).Nationally structured and designed Workforce Management (Red Prairie) Labor Management System) efforts across the Gatorade and Quaker Network (19 locations).National LMS tracking performed on a Period basis in order to increase the awareness of those sites performing at or above acceptable limits and coaching for those that are not.Performed various site Optimizations to gain efficiencies around warehouse operations and the rolling out of Task Interleaving.Communicated effectively to site and team resources involved with carrying out the successful implementation of the technological upgrades.Formulated various SOP’s and job aids in order to productively convey needed assistance with DLx functionalities.Trained all levels of employees, hourly and salary, on the inner working of the warehouse system through various presentations of Administrative, RF, and GUI functions.Supported various aspects of the implementation and cutover to SAP. This includes all facets of testing, communication to warehouse personnel, and being the point of contact between the WMS, SAP, and facility teams.Created, tested, and implemented hazardous material processes for numerous PepsiCo North America sites in order to be in compliance with US DOT regulations.

Managed the documentation (As-Is/To-Be) and execution of the Daily Network Optimization process for Packaging and Seasoning commodities.Demonstrated performance better than baseline by an average of $6,000/period for 3 Pilot plants on the Daily Optimization program during Pilot.Identified and eliminated various issues that inhibited the successful implementation of the Daily MRP Project.Contributed to the testing of a number of possible scenarios that would help define the future processes for the coordinators in the Network Optimization group.Established the frozen horizon, target horizon, and in plant offsets for all plants and raw materials suppliers within the Frito-Lay Network.Served as a Network Optimization Subject Matter Expert for the TOM to ETM migration.Established and communicated the future development of the Replenishment Extension Project for Frito-Lay’s Co-Packers to the associated impacted individuals and teams involved.Closely involved in the gathering, authenticating, and communicating of Daily MRP and Replenishment Extension Requirements to the appropriate teams.

Maintained project documentation in Caliber and Star Team for the Replenishment Planning (RP) Team for the purposes of keeping a record for project roll-out.Composed the Process, Sub-Process, and Activity Flows and details for the RP Team.Initiated the creation of communication documents for specific Integrated Requirements from one to another for purpose of facilitating discussion for the efficiency of system integration.Detailed RP’s specific Metrics and Reports to gauge PepsiCo’s Business Units proper use of the generated Proposed Replenishment Plan.Developed and executed Scenarios for the RP Model to verify proper and consistent data outputs.Contrived Information Requirements in order to develop Analytic Cubes to be used as for system wide integration elements to prevent the reproduction of data inputs and outputs.Communicated current thinking around the advancement of the RP Model in order to get buy in from Senior Leadership and Subject Matter Experts.Trained sites across PepsiCo’s Network for proper usage of the newly developed live running system model.

DC Supervisor: 06/02 – 01/05Supervised 35 – 45 employees across multiple shifts in the Distribution Center, the backend of Production, and Materials and Supplies. Utilized Dock Schedule in the Warehouse Management System (WMS) to company’s advantage to avoid detention charges and achieve zero EOM Carryovers while shipping 225+ trailers per day.Monitored Production Lines to minimize downtime, moved people accordingly to work, and tracked downtime in Compass.Focus Improvement Warehouse Pillar Leader: 1/04 – 01/05Focused on cost savings of $140K through Detention Charge reduction and Increase Output / Increased Input (mainly through updates to WMS settings and processes).Created new unloading processes to increase dock door turns and reduce the amount of time by 30 minutes to complete an inbound vessel.Decreased partial pallets to Bulk Bay by 63 pallets on average per week to increase productivity and efficiency in the Distribution Center work flows.Held quarterly Focus Improvement Learning Events to increase the Total Employee Involvement and increase associate awareness in the Distribution Center.Lead Contact to PepsiCo Financial Audit: 7/02 – 11/02; 9/03 – 12/03Primary contact on the Distribution Center’s side of the PepsiCo Financial Audit for communication to the DC, facilitator between the DC, OSW (outside warehouse), and employees, maintained inventory data, and upkeep of DC SOPs.Created, updated, and implemented various Standard Operating Practices to facilitate a successful financial audit (YMS, Top Capper Operations, Cycles Count, Production Reconciliation, Line Product Receiving, Line Receiving Sort Product, Security, and Terminated Employees).Created and tracked KPIs, Bay Audits, BOL Verification, and Overrides to provide accuracy between WMS and inventory levels.

DC Supervisor: 06/02 – 01/05Supervised 35 – 45 employees across multiple shifts in the Distribution Center, the backend of Production, and Materials and Supplies. Utilized Dock Schedule in the Warehouse Management System (WMS) to company’s advantage to avoid detention charges and achieve zero EOM Carryovers while shipping 225+ trailers per day.Monitored Production Lines to minimize downtime, moved people accordingly to work, and tracked downtime in Compass.Focus Improvement Warehouse Pillar Leader: 1/04 – 01/05Focused on cost savings of $140K through Detention Charge reduction and Increase Output / Increased Input (mainly through updates to WMS settings and processes).Created new unloading processes to increase dock door turns and reduce the amount of time by 30 minutes to complete an inbound vessel.Decreased partial pallets to Bulk Bay by 63 pallets on average per week to increase productivity and efficiency in the Distribution Center work flows.Held quarterly Focus Improvement Learning Events to increase the Total Employee Involvement and increase associate awareness in the Distribution Center.Lead Contact to PepsiCo Financial Audit: 7/02 – 11/02; 9/03 – 12/03Primary contact on the Distribution Center’s side of the PepsiCo Financial Audit for communication to the DC, facilitator between the DC, OSW (outside warehouse), and employees, maintained inventory data, and upkeep of DC SOPs.Created, updated, and implemented various Standard Operating Practices to facilitate a successful financial audit (YMS, Top Capper Operations, Cycles Count, Production Reconciliation, Line Product Receiving, Line Receiving Sort Product, Security, and Terminated Employees).Created and tracked KPIs, Bay Audits, BOL Verification, and Overrides to provide accuracy between WMS and inventory levels.

Developed and implemented a reference numbering system for the Tactical Field Planning team’s Business Requirements during planning phase for ease in the management process.Managed and maintained the company’s Issues and Business Requirements databases for the incorporation of a national optimization.Analyzed trailer flows from origin to destination sites to illustrate real-time data for the development of Bulk Replenishment Models.Studied the Time Weighted Average of plant specific production runs from the fryer to the tumbler in order to optimize the production plan (OPP) for each SKU.Updated and validated the company’s Ordering Templates based on location specific information. Assisted in the creation of the i2’s Factory Production Planner (FPPE) Relationship Database in Access.