Lead organization of over 60 individuals (7 Directs) responsible for the procurement and supply planning processes across both internal and external manufacturing network supporting over $4.8B in sales.•Responsible for all E2E planning processes for the Internal/External global manufacturing networks for the Self Care and Essential Health Segments driving towards benchmark customer service, cash flow and business efficiency objectives.•Change catalyst with cross functional partners to improve supply chain agility, reliability, and cost effectiveness •Lead numerous network strategy assessments from design to implementation ensuring alignment with business requirements and long-term gross profit improvement plans•Crisis Management lead for COVID19 supply response program leading to streamlined portfolios, capacity expansion initiatives and commercial communication strategy•Lead team through 2 organizational transformations in 4 years while improving the overall team culture and engagement scores.

Led a team of 14 individuals at Kenvue, overseeing Procurement, Network Planning, and Master Production Scheduling to drive $2.2B in sales.•Responsible for Procurement, Network Planning, Master Production Scheduling, Detailed Scheduling, Capacity and Master Data teams within the NA Self Care business driving towards benchmark customer service levels and business efficiency.•Developed/deployed best in class planning processes including advanced business analytics, capacity/risk management, inventory entitlement and Integrated Business Planning•Key member of Executive S&OP Leadership Team responsible for ensuring Commercial and Supply Chain alignment to effectively support customer needs and enabling delivery of Financial and Supply Chain strategies

Lead a matrix-oriented team to optimize the E2E Supply Chain configuration for products totaling ~$5B in revenue while ensuring demand/supply alignment, delivery of key operational/financial metrics and mitigation of any potential supply issues.•Delivered $22MM (15% improvement) of inventory optimization through use of new decoupling/replenishment strategies and focused value stream efforts to improve quality release times and implement an optimized supply chain configuration. •Influenced product regulatory strategies related to manufacturing process changes delivering over $17MM in SLOB cost avoidance•Lead a cross functional team to develop and implement a new financial planning process for operational volume and inventory target setting worldwide delivering increased efficiencies, consistency and accuracy of data. •Established a new operational model for the Net Requirements planning process ensuring better usage of existing systems, clarified roles & responsibilities between departments and establishment of a progressive process structure enabling future system developments.•Ensured effective S&OP discussions were held with global commercial teams

Directed team of managers and professionals responsible for the standardization of inventory management processes, the generation of business insights and other key processes aimed at improving supply reliability.•Provided leadership and guidance to the Inventory Management team to implement inventory entitlement processes, theories, and tools (SmartOps) while creating a culture focused on inventory optimization/efficiency resulting in a $75MM (15 DOS) inventory reduction for the North America Consumer business.•Managed Business Analytics team in the development of critical insights/reports to facilitate strategic change within the organization and partnered with the Enterprise Supply Chain team to determine Global application of tool sets.•Key contributor to the development/implementation of the Reliability Solution Set aimed at providing reliable product supply to our customers. Solutions focused on 8 major themes ranging from planning/procurement to manufacturing. Project was sponsored by the NA Leadership Team and was implemented globally within the Consumer Sector.

Provided leadership and direction to multiple areas/functions of the business within the business continuity framework.•Led Planning/Warehouse teams through numerous FDA recall events including scope identification, component isolation/remediation, recovery planning and senior management communication activities•Developed scenarios and facilitated discussions with senior management to identify alternative production facilities for business continuity during plant shutdown and remediation program•Led plant shutdown activities for Solid Dose Packaging and Geldipping including employee disengagement and decommissioning activities

Worked with senior management to develop and implement the strategic manufacturing plan for a $2bn business while optimizing the existing product portfolio. •Used make/buy analysis concepts to evaluate and site over 75 new products based on cost, capability, and complexity•Delivered $33mm worth of profit improvements through pricing and product portfolio optimization studies with ~ 50% of the improvements being re-invested back into the business as a means of financing brand growth•Evaluated capital needs and OEE targets for our internal manufacturing sites to ensure achievement of strategic plan•Established benchmark Long Range Capacity Planning process for the NA Consumer business including process, system and commercial components

Led team of 18 associates and 2 consultants to implement APO/SNP module and supporting BW reports. The application design supported 3 operating companies, internal/external manufacturing and 4 distribution centers.•Led all system Configuration and Validation activities for the SNP Planning module•Collaborated with SAP Management to develop/refine CTM planning optimization tools enabling systematic trade off evaluations based on cost/benefit algorithms.•Developed and delivered training program for over 70 end users in multiple locations and cultural backgrounds•Provided ongoing status updates to executive leadership team and ensured a successful on-time & within budget implementation

Managed department of 14 warehouse employees and 3 MRP Buyers with a $4.5mm budget to ensure efficient flow and storage of materials. •Established plant inventory goals and objectives and ensured 15% reduction versus prior year.•Established/directed a remediation plan to address all FDA compliance gaps identified at contracted warehouse facility.•Ensured clear objectives were established for entire team and mentored associates resulting in managerial promotions.

Ensured all compliance, customer service, and cost objectives were met through precise planning and detailed scheduling of a $110mm portfolio.•Achieved a 99.1% customer service level while reducing finished goods safety stock levels by 10%•Received leadership award and recognized by the Pharma Operating Committee for the development of a revised Order Mgt Process enabling the effective management of constrained materials via newly developed allocation procedures in partnership with Sales Leadership team.•Led project planning efforts to meet critical FDA compliance requirements without disruptions to base business•SAP Power User -Responsible for training/certifying employees in SAP R/3

Managed procurement and contract negotiation activities for all non-inventory and service items at the Lancaster facility. •Managed 15 contractual as well as various non-contractual suppliers. •Decreased contractual costs by an average savings of 18% via negotiations/sourcing strategies•Increased cash flow by transitioning suppliers from Net 30 to Net 45 payment terms.•Led local cross-functional team thru the implementation of a new e-commerce procurement system (Ariba) resulting in a reduction to accounts payable administration expenses of 35%. Implementation involved end user training, system configuration, and supplier engagements/contracts.