Steve Silkaitis Email & Phone Number

Remote

Supported ERP and truck-automation applications, developed processes and procedures, conducted ongoing analysis, and provided progress reports. Directed team of 2: truck-automation support manager and ERP / business analyst. Educated team on ERP and truck-automation platforms, brainstorming across departments to ideate customized enhancements, which were developed by software vendors before being tested and implemented into production environment. Implemented ~60 enhancements during tenure… Show more Supported ERP and truck-automation applications, developed processes and procedures, conducted ongoing analysis, and provided progress reports. Directed team of 2: truck-automation support manager and ERP / business analyst. Educated team on ERP and truck-automation platforms, brainstorming across departments to ideate customized enhancements, which were developed by software vendors before being tested and implemented into production environment. Implemented ~60 enhancements during tenure. Developed analytical reports for operations, accounting, and tax teams through SQL, Sage Alerts, and Power BI.• Decreased manual bill of lading and invoice-entry process 90% via implementation of truck dispatching and handheld driver software applications across 35 locations and in more than 300 vehicles.• Reduced time-to-invoice cycle 25% and days sales outstanding 2 days through more timely and accurate invoicing, which also reduced credits and re-billing.• Improved ERP support ticket time closure rates 40% YOY following hiring ERP support analyst, working closely to document resolution so future cases could be more quickly resolved. Show less

Remote

𝗗𝗶𝗿𝗲𝗰𝘁𝗼𝗿 𝗼𝗳 𝗖𝗼𝗻𝘀𝘂𝗹𝘁𝗶𝗻𝗴: 𝗣𝗗𝗜 (May 2018 – May 2021)𝗩𝗶𝗰𝗲 𝗣𝗿𝗲𝘀𝗶𝗱𝗲𝗻𝘁 𝗼𝗳 𝗖𝗼𝗻𝘀𝘂𝗹𝘁𝗶𝗻𝗴: 𝗗𝗠𝟮 (January 2016 – May 2018)Managed team of 25 and budgeted consulting revenue goals for 3 ERP and 2 truck-automation solutions. Directed ERP implementation project with largest wholesale customer. Member of QBR management team. Established thorough operational documentation of all functionalities within ERP systems; trained and taught others how to… Show more 𝗗𝗶𝗿𝗲𝗰𝘁𝗼𝗿 𝗼𝗳 𝗖𝗼𝗻𝘀𝘂𝗹𝘁𝗶𝗻𝗴: 𝗣𝗗𝗜 (May 2018 – May 2021)𝗩𝗶𝗰𝗲 𝗣𝗿𝗲𝘀𝗶𝗱𝗲𝗻𝘁 𝗼𝗳 𝗖𝗼𝗻𝘀𝘂𝗹𝘁𝗶𝗻𝗴: 𝗗𝗠𝟮 (January 2016 – May 2018)Managed team of 25 and budgeted consulting revenue goals for 3 ERP and 2 truck-automation solutions. Directed ERP implementation project with largest wholesale customer. Member of QBR management team. Established thorough operational documentation of all functionalities within ERP systems; trained and taught others how to train on those functionalities.• Increased billable hours more than 15% per consultant at DM2 and PDI through software and time-management education as well as better documentation of processes, procedures, and functionality. Show less

Remote

Project-managed multiple ERP software implementations for customers, often 3–4 simultaneously, with most being 400+ hours each. Contributed to documentation knowledge base to update and improve processes and procedures. Completed various, smaller scope general consulting projects ranging from 4 to 50 hours.• Exceeded billable hours requirement 30–40% due to personal ERP, IT, and operations expertise that enabled more comprehensive approach to delivering solutions.

Hoffman Estates

Oversaw all operations components of business, including customer service, purchasing, production, and distribution with team of 8. Administered functionality within MS Dynamics GP ERP, establishing automation and deployment of backlog, cycle time, and sales reports. Established pricing for customer channels following gross profit analysis. Procured and managed inventory based on customer demand and sales forecasts. Reported to CFO with dotted line to CEO.• Reduced LTL / LCL expenses… Show more Oversaw all operations components of business, including customer service, purchasing, production, and distribution with team of 8. Administered functionality within MS Dynamics GP ERP, establishing automation and deployment of backlog, cycle time, and sales reports. Established pricing for customer channels following gross profit analysis. Procured and managed inventory based on customer demand and sales forecasts. Reported to CFO with dotted line to CEO.• Reduced LTL / LCL expenses 18% following creation of vendor agreements for inbound and outbound logistics.• Grew production throughput from $4M to $28M annualized by documenting and standardizing production processes and procedures. Show less

Harwood Heights, Illinois, United States

Oversaw financial reporting and analysis for 5 business units, including consolidating 8 subsidiaries with $55M in annual sales, with direct supervision of 5. Shepherded acquisition and integration of $3.5M company in 2012. Performed costing and bid analysis for all customer channels and developed financial budgets and forecasts, analyzed results, and delivered gap analysis to leadership. Led financial aspects of Harris ERP implementation. • Successfully cut staff in half by improving… Show more Oversaw financial reporting and analysis for 5 business units, including consolidating 8 subsidiaries with $55M in annual sales, with direct supervision of 5. Shepherded acquisition and integration of $3.5M company in 2012. Performed costing and bid analysis for all customer channels and developed financial budgets and forecasts, analyzed results, and delivered gap analysis to leadership. Led financial aspects of Harris ERP implementation. • Successfully cut staff in half by improving efficiencies via automation.• Reduced days sales outstanding 20% by streamlining collection efforts and automating cash receipt processing.• Integral to sale of strategic business to 2 non-strategic business units in 2006 as part of corporate sales team to ensure regulatory compliance, support M&A, and present information to prospective buyers.• Improved margin and variance analysis for costing and 3-way match while cutting time to close from 8 days to 5 for general ledger integration by synthesizing efforts across manufacturing and distribution locations. Show less