Stephen Gray Email & Phone Number

Waltham, Ma, Us

Recruited into this role to lead End-to-End Logistics and Distribution for 16 North American Distribution Centers. Lead a team of ~900 employees across the functions of Transportation (All modes, including Fleet), Distribution, Logistics & Environmental Health and Safety (EHS), Engineering, and Operational Excellence.Scope of role includes multi-modal/multi-ERP movement for B2B across thousands of suppliers and customers in the Life Sciences industry for North America.Major Accomplishments- Network Strategy: Led team to evaluate, propose and gain financial alignment on enterprise distribution expansion. This has led to one of the largest network investments including a semi-automated (ASRS) Distribution Center that also serves as part of the new parcel hub strategy.- Improved material and information flow (heijunka) through waste (TIMWOOD) and variation reduction techniques including production leveling, transportation leveling, and process standard work across distribution. This focus and understanding has enabled some of the most significant improvement to our KPIs -Operational Excellence: Installed a balanced scorecard and improved collaboration between the key functional business partners, which led to excellent outcomes for our operations, and our customers. Record results achieved: - Colleague safety recordables were reduced by more 70% and workers comp claims reduced by 90% placing us in the top decile for TRIR.- Customer Experience has improved by reducing supply chain errors by more than 35%, and on-time shipping and delivery to high 99%+- Warehouse efficiency (lines/hr) improved by over 20%.- Colleague employee surveys showed increased trust in leadership and higher degree of employee engagement. Specific callouts to improved safety and leader standard work.

Arlington, Va, Us

$101B REVENUE │ 4 BUSINESS UNITS | 230+ Teamsters | 120+ SalariedPromoted into this role just as the COVID crisis began. I was tasked to lead the transformation and daily performance of Boeing's Enterprise Logistics (Transportation, Warehousing, Packaging). Lead all modes of transportation (Rail/Ocean/Truck/Parcel/Freight Forwarding) for In/Outbound material flow.- In-sourced Transportation Management System in less than 90 days for immediate route optimization and over $5M/yr in 3PL contract savings. Our internal optimization efforts also increased our consolidation savings for inbound material movement.- Enhanced Boeing fleet management through a new service delivery model offering 'zone' coverage with 20% faster Order to Delivery cycle times and a more predictable and reliable arrival/delivery pattern that enabled 'flow' to the production system.- Improved Carrier Performance and On-time delivery through regular OD pair lane reviews and carrier discussions. Aligned ERP systems to reality via implementation of PFEP (plan for every part).- Enhanced production stability through the establishment of a 24x7 Customer Supply Chain team that partners directly with Materials Management and Manufacturing for urgent assembly needs.- Established a medium/long term 'Modal' operations team that identifies supply chain trends and problems in advance and mitigates issues before they become production problems. This team has been critical for our International suppliers with longer lead times (Ocean) and Domestic suppliers utilizing rail. - Reduced Premium freight by ~70% through governance, authorization procedures, supplier chargebacks, advanced mitigation and 'active' engagement with requestors of 'high cost' expedites. Standard freight spend naturally dropped by ~20% due to COVID, making this a significant achievement for Boeing.** The change percentage and savings result were both records at Boeing and resulted in ~$70M of 2020 savings.

Arlington, Va, Us

Placed into this role as a 'face' of TWL to the customer to lead integration between our dept and our business partners as it related to Supply Chain Operations. Our key operational deliverables were to improve quality, cost and service by focusing on 'flow' initiatives and the Boeing Production system as it related to Transportation, Warehousing and Logistics.Though a short assignment (~6 months), we launched over 17 unique on-site engagements that reduced transportation and warehousing cost and improved lead times. Through a 'boots on the ground' approach with critical analysis of spend and flow, we became a 'go to' business partner that delivered results.Some highlights:Warehousing- We created a first time Warehouse Optimization Playbook that focused on best practice for inbound/outbound and inventory management with metrics. In collaboration with our business partners, we began scaling this across our warehousing footprint to understand and improve warehouse utilization, order management and in/outbound flow. (dock to stock/pick-pack-ship)- We designed a now regularly used make vs buy warehousing model and became the SMEs for 3PL vs Company owned warehousing.Transportation- Through freight pay analysis, we uncovered and billed back over $10M in incorrect charges.** Key to Note: Just as important as the above, our team was able to enhance the brand of our new organization, and build the trust with our business partners and key stakeholders as more than a 'cost center'. This was one of the key objectives.

Arlington, Va, Us

$101B REVENUE │ 4 BUSINESS UNITS | TEAM OF 100+Recruited into this role to lead the startup of a newly formed area within Boeing's Supply Chain and Operations space. After initial assessment (90 days), designed and implemented organizational transformation by creating 3 discrete focal areas within the Boeing's Enterprise Supply Chain & Operations space (Strategic/Tactical/Transactional). Developed KPIs adhering to the SQCDM philosophy and drove increased quality and service, while reducing cost across the footprint.- 27% reduction in SG&A expense- 8% increase in outbound freight consolidation through TMS enhancements- 30% quality increase in order processing through automation*Organizational Strategy was a key enabler to all of the above

Akron, Oh, Us

$8B REVENUE │ 65M UNITS │ 14 STRATEGIC CUSTOMERS | SALARIED STAFF 20 | CONTRACT STAFF 40Promoted into this role to culturally transform the ‘Order Management’ department to a ‘Customer Supply Chain’ team that develops win-win Customer solutions, improves service, reduces cost, and is viewed as a value-add partner to Sales.• Through Collaborative Planning, Forecasting and Replenishment (CPFR) and a productivity mindset, the team delivered $2.5M in annual Order to Delivery savings, and Increased In-Stock/Fill rates while reducing inventory• Achieved record levels of Customer Service (In-Stock/Fill/On-Shelf Availability) for CPG retailers: Walmart, Sam’s Club, and Costco• Using Business Analytics, the team reduced cost, eliminated non-value add work and reduced error across the Supply Chain using Tableau, SAP Automation, Winshuttle, and increased usage of enhanced EDI and ASN• Supported and led initiatives to support Collaborative Business Planning (CBP) and Joint Business Planning (JBP)• Collaborated with and influenced Network Deployment, Transportation & Warehousing teams to design and implement optimized customer service and cost models and strategies. Focused on process improvements, governance, policy adjustments, stocking strategy, and blended competing objectives.• Owned key steps of the Oliver Wight S&OP process and influenced integrated planning and demand management through each cycle.

Akron, Oh, Us

$2B REVENUE │ 6M UNITS │ 7 FACTORIES | STAFF OF 7Responsible for managing the supply and network planning for Goodyear's North American Commercial Tire portfolio ($2B/yr) spanning across 5 Goodyear owned manufacturing facilities and 7 external suppliers (Retread).• Heavily engaged in the Sales & Operations Planning (S&OP/SIOP) process with a strong focus on business linkage between customer demand, manufacturing, order management and finance.• Increased customer service fill rates by linking Sales product strategy to Manufacturing and facilitated trade-off analysis and review• Negotiated with and managed supplier readiness, ramp-ups, and contractual language in POs• Transformed import planning process using standard work and standard SAP configuration• Developed and implemented network inventory design to balance Sales and Supply Chain objectives• Led the 5 year capacity planning process to identify and address manufacturing constraints and recommended long term capital investment

Akron, Oh, Us

$8B REVENUE │ 19K EMPLOYEES │ 65M UNITS │ 14 FACTORIESResponsible for leading and implementing L6S concepts to reduce variability and enable flow within the North American manufacturing footprint.• Managed a cross-functional team (IT/Supply Chain/Manufacturing) for the first time installation of SAP APO PP/DS for time-based capacity management• Reduced error and cost through reduction of factory shipping variation between the factories and distribution centers• Develop fixed-flow paths, logic and process models for plant manufacturing pull implementation• Developed and designed flow model supply and demand buffers to enable level deployment between buffers at takt time.

North Canton, Oh, Us

$100M REVENUE │ 400 EMPLOYEES | STAFF OF 14Direct responsibility for all aspects of plant supply chain and plant flow for The Timken Company’s largest component plant facilitating $350M/yr of sales (2008).• Responsible for production planning , factory flow, raw through finished goods planning and inbound/outbound warehousing• Managed supplier relationships (internal/external) and led plant procurement team• Led various work streams in the conversion of our factory from mainframe MRP to SAP R/3. This was not just a system change but the largest culture change the plant had experienced in 20+ years• Changed factory flow from multiple scheduling points (26) to just five fixed flow paths with heijunka production leveling using Toyota Production System principles

North Canton, Oh, Us

$300M REVENUE│TEAM OF 7Lead of Order fulfillment and Customer Acceptance work stream for the startup of a new bearing manufacturing facility in Chennai, India.• Managed 7 global indirect reports across 3 countries: 4 India, 2 Romania, 1 USA• Fully rationalized $70M/yr from Ohio operations to various global facilities [US, China, India, Italy]• Designed rationalization model and metrics to manage execution of supply chain readiness, tooling availability and SI&OP to meet customer service, inventory and on-time delivery objectives• Developed materials supply chain using international and domestic support

Gillingham, United Kingdom, Gb

• Design/developed global footprint strategy and created cost models• Worked closely with legal team to create best cost models to leverage import/export regulations (VAT, tax, duties, trade programs)• Earned Green Belt certification through L6S cost savings initiatives

Gillingham, United Kingdom, Gb

• Responsible for $12 million continuous move inventory (daily) across 48 active dock doors.• Supervised 33 hourly employees and 6 different job classifications (IUE – Union)• Increased throughput by 15% resulting in overtime reduction (Saturday overtime)

Gillingham, United Kingdom, Gb

• Designed and tested automotive electrical modules for OE automotive customers• Created web based parts database• Evaluated patents and worked with legal to detect IP infringement• Tested and evaluated first printed circuit board vehicle electrical center for high current applications

Detroit, Michigan, Us

• Manufacturing controls engineer for progressive die metal stamping• Designed and developed machine code using Allen Bradley programmable logic controllers (PLC 5, SLC 540)• Designed and installed safeguard logic using a variety of sensors (capacitive/inductive) and optical light curtains.• Improved machine performance through code and machine adjustments that reduced downtime and increased quality

Master Of Business Administration (Mba), Operations

Executive Leadership Development, Organizational Leadership

Bachelor Of Engineering, Electrical And Electronics Engineering