- Define standard work, build tools to enable standard work, train to standards, measure standards- Created a week long materials planning bootcamp and traveled globally to train colleagues about MRP logic, standard work, importance of master data, and how to use MRP to optimize outcomes- Changed global safety stock policy and calculation, and introduced fill rate as a metric to better support inventory and fulfillment trade off decisions- Drive adoption of advanced planning and ERP utilization across the company- Covered a full time role in demand planning and increased forecast accuracy from 78% to 92% by creating new analytics to better see demand trends based on secured rates

- Created and executed strategic plans to transfer materials and ensure no impact to customer fulfillment during the consolidation of six rooftops into one - Simplified planning by consolidating organizations. This eliminated duplicate part stocking locations, planning parameters, and non-value added transactions- Implemented a standardized component replenishment system via bus routes and expense process for all operations

- Lead phase in phase out materials transition supporting RoHS- Supported multiple new product introuctions with no delay in project timelines- Mitigated reserve risk by leading project to rework obsolete materials- Partnered with engineering, sourcing, and fulfillment to create a workflow to ensure timely completion of all actions required from each function for the set-up of new parts - Lead two cross functional week-long action workouts to reduce the days open after Enginering Change Order release

OMLP is a two-year program consisting of four rotations that focus on building leadership and functional skills. My four rotations were:• Fulfillment & Inventory Process Leader: - Mitigated revenue risk by creating global priority lists and leading communication with region leaders, the General Manager, Demand planning, and Sourcing - Eliminated aged backlog and reduced APS by 32%• Materials Buyer/Planner: - Reduced my part inventory by 30% over 6 months by optimizing planning - Partnered with sourcing to mitigate tier two supplier constraints - Facilitated S&OP review monthly with affiliates to evaluate changes in demand and adjust supply plans• Production Team Leader, Shop Operations: - Led 20 production associates over two shifts - Reduced cycle time by 35% on PEN cabinet - Increased the line output from 3 to 7/day in six months to support inventory for transfer of work• Materials Lean Leader: - Managed 222 parts over 21 suppliers and saved $23K in variance cost - Lead two week-long lean action workouts (AWO) to improve transactional accuracy - Improved cycle count accuracy

Pallet build reduction in the east coast fulfillment center, notebook cycle time analysis, and participation in lean kaizen event for the manufacturing floor.