Scott Ritter Email & Phone Number

Keene, Nh, Us

Recruited to this $27B privately owned grocery wholesaler that was searching for leaders from other industries to establish more effective and efficient ways to run the business. Lead all warehouse operations in support of sales in excess of $1.5B for the NY, NJ and CT markets. ⇨ Reduced Total Cost Per Case by 22% over two years with significant improvements in headcount, overtime, damage, waste management and recycling. Main contributing factors were increased attendance and behavioral changes that allowed the site to also increase throughput by 10%. ⇨ Decreased turnover by over 60% on team of 350 by initiating and driving personal review boards with associates that demonstrated trends for decreasing absence, quality and performance issues. ⇨ Created flexible work schedules, initiating unique discipline to not significantly impact pay, while improving behavior, which was catalyst to the mental shift with workforce. ⇨ Initiated efficiency projects that enabled headcount to be reduced, automation throughput to increase 18% and Cost Per Case reduced by 30% in our automated Symbotic structure that accounts for 12% of overall volume. ⇨ Covid volumes increased 27% immediately in March, 2020 and have ranged from 20-35% weekly for the past 18 months. As essential workers, keeping a healthy workforce and having associates embrace their role allowed us to avoid missing our daily demands, an accomplishment recognized by the CEO.

South Plainfield, Nj, Us

Recruited to the role with responsibility for building a Corporate Supply Chain group and harmonizing processes, systems and priorities across the supply chain network. ⇨ Established Center of Excellence for Strategic Purchasing as well as a Project Management Office for the leadership and management of all development, new product launch, and major corporate initiatives.⇨ Defined the planning and execution strategy for a centrally managed supply chain infrastructure.⇨ Launched a corporate-wide inventory strategy and redefined inventory management practices.⇨ Created and oversaw the Corporate Sourcing & Procurement Office.

Business lead for European Commercial Operations in all activity associated with Supply Chain and Manufacturing Operations. ⇨ Led a project that increased profitability through enhanced quota process throughout EU, delivering an excess of upside revenue and profitability targets. ⇨ Served as the leader of the Commercial arm of Global Planning system implementation.⇨ Managed and oversaw regional alignment and implementation of local pharmacy channel strategies in Europe.⇨ Improved overall cost structure, increased supply reliability, and enhanced performance to the customer.

Developed and led Global Supply Chain strategy in support of the Merck BioSimilar business that became the catalyst for enabling Commercial colleagues to leverage reliable delivery of product to position our new products in the marketplace at a competitive advantage to our competition.⇨ Bridged business needs and relationships between commercial and manufacturing operations across this new business venture⇨ Redesigned the supply chain, maximized key supplier capabilities, and ensured consistent product delivery to patients.⇨ Enhanced late-stage supply chain flexibility that satisfied both short- and long-term demand needs and provided the capacity to adjust to tender process in Europe.

Led the Procurement operations in support of Manufacturing, Sales, Marketing and the Global Functions by managing spend in excess of $1.1B. ⇨ Integrated country operations throughout Latin America to ensure optimal organizational efficiencies were achieved, maximizing merger synergy opportunities and providing our internal customer with a competitive advantage in the marketplace. ⇨ Unified 11 country organizations throughout Puerto Rico, Central and Latin America to move to a center-led support model that managed consistently throughout the region and is able to leverage country specific opportunities where appropriate. ⇨ Managed an organization of 88 individuals throughout 12 countries through a transformational process that focused on being opportunistic in its activities to help reduce costs, but also enabled the businesses to have additional funding that could be reinvested to grow corporate revenue.

In support of the Merck/Schering-Plough $46B merger - Ensured all Schering pre-Day 1 activities were globally coordinated, streamlined and executed with clean room, Merck and consultants enabling post integration savings targets for “Quick Wins” and 2010 to be exceeded while maintaining momentum, focus and behaviors at legacy organization throughout the first year.

Unified 22 disparate country purchasing operations throughout Europe, Asia, North America and Africa to a center led model that has consistent training, policies, metrics, goals and follows a common strategic direction in support of over $700MM in third party spend. Managed an organization of 126 individuals throughout 23 countries to operate in a consistent manner, focused on streamlining activities to increase efficiencies and exceed country objectives ensuring that each country operation had a competitive advantage over their peers. Supported six sigma efforts to streamline activities in support of our US Sales and Marketing business creating efficiency within the functional area and increasing return to the stakeholders.

In support of Schering-Plough/Organon BioSciences $16.5B merger - Exceeded integration savings targets in 2008 by greater than 10%, integrated country operations on-time and completed several initiatives that targeted more transparent approaches to prioritizing sourcing activities to align with country business priorities. Coordinated the Purchasing Project Management Office for the Organon integration including pre-Day 1 "clean room" activities, consultant management, organizational design, sourcing project prioritization and planning, senior management collaboration and overall Europe harmonization resulting in successful achievement of GSS targets in support of corporate $500MM goal.

Supported the development of the Schering-Plough Manufacturing Network Strategy in 2005 as well as with 70+ facilities in August 2008 after the Organon BioSciences acquisition. Prepared strategic white papers and recommendations for manufacturing and packaging of new or in-license products, plant expansions and closures, capital investments and product contingency plans in support of the global business. Launched company's first global planning system (JDE) allowing global drug product API demands to be managed and the supply streamlined in support of global sales exceeding $9 billion.

Led a multi-functional team responsible for ensuring a seamless and timely launch of five Claritin OTC formulations initiated with 4 formulations being received by 50,000+ customers on Day 1 – December 9, 2002.

Managed major construction and capital equipment projects with an estimated spend of $550MM while establishing global contracts with both our equipment manufacturers and the construction management firms. Negotiated and standardized terms and conditions that were established with our validation contractors for consent decree remediation having a three year estimated spend of $500MM.

Led the primary market research supporting the launch of Clarinex that achieved 2002 sales of $598MM. Coordinated research to select the Clarinex brand name, identify brand personality, determine brand positioning and create the launch campaign with internal team and creative agencies allowing Clarinex to exceed launch sales target.

Contributed to increase in Manhattan Claritin market share 7.5% from 55.0 to 59.1 and Nasonex increase of 33% from 16.6 to 22.1 by focusing efforts on Q1 and Q2 physicians and monopolizing these “low prescribers.”

Streamlined production planning process in support of $90MM Rx samples for US market and $10MM bulk export business eliminating need for the role.

Initiated the first global sourcing efforts in Schering-Plough with 16 API and Drug Product Manufacturing facilities throughout Europe, North America and Latin America in 1996 culminating in over $65MM in savings. Launched FreeMarkets on-line auctions managing over $140MM of auctions across Consumer Health Care and Human Pharmaceuticals achieving savings in excess of 16%.

Supported the manufacturing, packaging and quality operations through a large redundancy program that achieved all stated objectives including reducing backorders from $1.2MM to $63K. In addition, developed and implemented a training program for the operations area.

Managed professional, non-union and bargaining unit employees in a solid dosage, aerosol and liquid, ointment and cream packaging environment that consistently exceeded delivery performance, safety and efficiency goals.

Us

Mba, Manufacturing Operations

Bs, Finance