Supply Chain and ES&OP Manager 2016 - PresentLed Supply/Demand planning group, Demand Planning/Supply Planning and inventory, 9 manufacturing facilities and 5 warehousing locations. Managed 2 demand Planners and 3 Supply planners for the plastics and foam businesses.• Leader and facilitator of monthly S&OP process, including oversight of the demand agreements, supply agreements, and all executive S&OP meetings.• Develop budgets based on sales plan while meeting organizational goals to minimize overall costs, maximize plant efficiencies, maintain target inventory levels, and increase on-time delivery metrics• Led planning department in the implementation of Epicor in 2020. Developed processes for the implementation team to convert master data from SAP to Epicor. Identified and developed reporting tools to measure key KPI’S• Developed relationships with sales and marketing to establish the demand agreement Process. This was instrumental to get buy in for both short and long-range Demand Planning and market trends• Increased and maintained OTD (98%) for key customers (Walmart, Kroger, and Target) by improving the forecasting process and working with ForecastPro tool to develop inventory strategies for warehouse locations• Developed and coordinated key Supply Chain elements of Epicor. Implemented standard business processes to improve PFEP (Plan for Every Part), supply chain and S&OP performance for 9 manufacturing sites.• Successfully led the selection, development, and implementation of ForecastPro demand planning software

Division Project Manager 2014 - 2016Planned, executed and finalized projects within constraints of delivering on-time, within budget and scope objectives, including acquiring resources and coordinating efforts of team members to deliver projects to plan.• Developed risk mitigation plans and communicated project status to key project stakeholders• Coached, mentored, and motivated team members, influencing to take positive action and accountability for assigned work.• Directed project portfolios ranging from $250K to $5M. • Reversed Chrysler D2 project which was at risk to be late and over budget. Led group to identify key teammates, roadblocks, create a timeline, and added team members to accomplish all tasks to meet Chryslers start of production date• Developed projects using software KEYEDIN to improve visibility and control over projects and ensure resources are used strategically, risks are addressed, and costs are managed tightly

Global Supply Chain Manager 2007- 2014Led global production planning group, scheduling and inventory control for 7 manufacturing facilities and 5 warehousing locations. Managed our 4 production planners and forecast analyst.• Developed Operations budget, 5-year Mid-Term Plan, capacity planning, and inventory strategy. • Developed and implemented Sales and Operations process. Identified key players in the organization, developed the process, key metrics, and management review.• Led redesigned of the SAP Sales and Operations process to use SAP SOP module to improve demand management, production planning, and create dynamic inventory targets within SAP.• Led improvements in the SAP SOP module design and reduced amount of time Sales Managers were spending inputting data. Established metrics to track and set improvement goals to add to sales performance management yearly goals. Set up training material to roll out globally and new sales teammates.• Reduced overall inventory by 15%, production on time schedule to 92%, and on-time deliveries to customers to 95%.• Moved production from Noblesville IN, to Costa Rica, opened production facility in China, moved kitting operations to 3PL warehousing facility in Indianapolis, and developed a strategy to move more of European distribution from 3PL to Poland warehouse facility.

Demand Planning ManagerPrepared demand data and conducted detailed statistical analysis to provide best demand forecast accuracy. Partnered with Marketing, Sales, Product Supply, and Finance to fully understand proposed fiscal year plans and implications.• Collaborated with business unit leaders and respective production schedules to ensure that production levels and priorities were consistent with the output of S&OP process.• Identifying problem inventory, (discontinued, slow moving, and overstocked models) enabled reducing problem inventory from $22.4M to $8.5M in 2007.• Forecasted, reported and documented Demand Planning Process to improve service, increase sales, and reduce cost by enabling critical decisions which impacted production planning, inventory levels, service and cost.• Ensured constant improvement in all aspects of forecasting processes that resulted in higher accuracy levels for regular business, new product launches, and promotions at a sku level, by working with Sales, Marketing, Market Group Analysts, and Finance to obtain information necessary for the forecasting process. • Identified and developed a customer-focused process, the CPFR process (Collaborative Planning, Forecasting and Replenishment) for key customers (Wal-Mart, Target, Best Buy, Circuit City, Sears and Kmart).