Led the Japan demand-forecasting and capacity-planning cycle, driving alignment between Forecasting-Science, Marketing, Operations, Real-Estate, Engineering, Finance, and Senior Leadership teams to execute multi-billion-yen fulfillment-center-network capacity decisions over a one- to four-year horizon on a monthly cadence. Drive the adoption, and localization of global Amazon Supply Chain Optimization Technologies (SCOT) forecasting and decision-science systems for Japan, owning business requirements collection and prioritization, gap analysis, roll-out planning and user-acceptance testing. Guided demand-forecast and decision-science inputs, outputs, and model-logic fidelity improvement through validation-tool and KPI development, and researching, developing and documenting strategies to enhance product features to support Japan and global needs.

Steered Outbound operations for this 62,000 m^2 semi-automated logistics production hub, Amazon Japan’s mother site. Directed multi-level staff (8 managers, 7 supervisors, and several hundred line workers), in delivering the world’s highest standard rapid fulfillment service for millions of SKU’s.• Created and controlled a multi-billion yen annual operations budget• Negotiated multi-billion yen annual contracts for 3rd party logistics services • Drove a major lean process-re-engineering initiative, redesigning shifts for level production, and introducing Kanban pull-system design for synchronous product flow. Achieved 11% labor efficiency improvement and 20% throughput increase in the first 3 months. Also set a record for the most units shipped in one day.

Promoted to formulate all strategic planning and business development initiatives for this $30+ million Canadian subsidiary of this $600+ million global automotive logistics services company. Collaborated with senior executives, key customers, and all operating divisions to reinvent the business and re-establish Canadian competitive advantage in the face of expensive wages and the surging Canadian dollar. • Selected to lead Honda Logistics North American Supply Chain Council KPI Development & Benchmarking Initiative. Benchmarked leading sequencing & cross-docking operation and identified $7.2 million in potential annual savings in first year.• Initiated space capacity efficiency metrics and aggressively led new business acquisition to increase utilization of underperforming 17,000 m^2 facility from 49% to 100% in 9 months. Added $2.1 million in annual sales and $1.1 million to annual net profit before tax.

Directed all marketing analysis, bid preparation, contract negotiation, project management and process engineering for this 53,000 m^2 JIT sequencing and subassembly hub. Led all new-model launch preparations for 3 warehouses sequencing 5000+ part numbers from 400+ supplier locations for 3 automotive assembly plants with 244 inventory turns per year. Managed team of 6 business analysts and process designers. • Negotiated contract for acquisition of new Engine Plant sequencing service, expanding annual revenue by $2.6 million.• Coordinated Planning, Quality, IT and Operations Departments to launch 4 new models in 4 years.• Eliminated 11% wasted labor capacity in a multi-model facility by designing and executing a Labor Management System prototype that dynamically reassigns workers to follow high-content models through the JIT sequencing process. Achieved $1.3 million in annual labor savings.• Established new labor efficiency metrics and launched comprehensive value stream mapping initiative to re-evaluate every procedure in the sequencing process. Drove 22% labor productivity improvement from 2008 to 2010. • Introduced new freight efficiency metrics to identify $3.1 million annual savings in the short-haul line-delivery transportation system. Doubled hand-packed case density to realize $1.5 million annual savings. Designed cross-dock process to double forklift-packed freight density and realize a further $1.6 million annual net savings.

Performed all demand forecasting, production scheduling, budgeting, supplier and customer contract negotiation for tire & wheel subassembly division with $11 million in annual sales. Supervised all order planning, inventory management and BOM control for customer-owned components with annual value of $240 million.• Negotiated all sales and purchasing contracts for the acquisition of 5 new models in 5 years, adding $10 million in assembly equipment, increasing annual sales by 23% and profit by 12%.• Selected for 2-member task team that successfully renegotiated payment terms for customer-owned inventory to shorten cash-to-cash cycle by 10 days, liberating $10 million in net working capital. • Initiator and Project Lead for ERP System Development. Created working prototype, led specification development and supplier selection. Reduced component inventory from $5 million to $3 million.

Property Management, IT & communications infrastructure project management, transportation fleet negotiations.

Coordinated government dignitary representation and Japanese media coverage of delivery ceremonies for Japan Airlines' 100th 747 Jumbo jet.