Production planner and purchaser for an ISO 13485 manufacturer of precision molded optics used in life science and defense applications. Oversee and modify production schedule as necessary including rescheduling for DFARS rated contracts. Responsible for tracking, updating, and improving delivery dates and shipping plans while minimizing costs through efficient scheduling and process improvements. Serve as the local SAP SME and integrate daily production, planning, and reporting into SAP ERP.

Lead the planning for an ISO 13485 prenatal genetic test manufacturing facility. Develop forecasts, determine production order, maintain monthly production plans, and provide daily adjustments to production plans based on production and demand variability. Host and create visuals for monthly Sales and Operations (S&OP) meetings and create weekly reports of expired and remnant inventory.➢ Supported the creation of a Visual Manufacturing Management tool that provides the management team with the real-time status of all jobs within the factory.➢ Increased the precision of planning to reduce write-off exposure.➢ Revamped master data to support planning within SAP ERP.➢ Built new Excel-based tools to reduce manual planning steps, saving time and increasing planning accuracy.Highlighted Accomplishments:➢ Achieved a 75% reduction in WIP write-off exposure by matching production plans to orders and implementing a mix/match batch strategy.➢ Developed new forecasting tools that cut monthly planning time from three weeks to one week.➢ Created and led the transition from a quarterly raw material purchase plan to MRP purchasing by inventory segmentation, reducing inventory by 27% ($1.5M).

Maintained on-site inventory and purchasing of raw materials for reagents for an ISO 13485 manufacturer of cancer diagnostics. Planned when and how much product to order while tracking all outstanding orders through delivery. Worked with vendors to expedite materials for unexpected demand and resolved billing and payment issues with finance. Maintained master data across 1600 SKUs, including safety stock levels, lead times, packing sizes, prices, concentrations/titers, and minimum order quantities.➢ Managed the largest number of SKUs and the most complex vendors.➢ Developed automated tools to help track open orders with complex vendors.➢ Created a new safety stock strategy based on supplier delivery variance.➢ Acted as the department representative in an SAP/ERP implementation project for an acquired vendor.Highlighted Accomplishments:➢ Reduced departmental inventory from $7.6M to $600K by analyzing expiration dates and applying titer calculations to forecast inventory. ➢ Reduced receiving delays by 60% and receipt times from 12 days to one day by developing processes and related tools for tracking and resolving issues, including automating Certificate of Analysis receipts from vendors.➢ Led the department with 96.7% of SKUs at or above the safety stock level.

Led and managed a team of five direct reports, including supply chain, buyers, manufacturing, and customer support, in the commercial division for an ISO 9001 antibody manufacturer. Oversaw raw material purchasing, inventory management, order fulfillment, and warehousing operations. Ensured customer orders were processed, tracked, and communicated back to customers. Instituted first forecasting and adapted inventory to reflect accordingly.➢ Implemented a Kanban centralized inventory system to support material shortages and help maintain proper inventory levels.➢ Built initial Bills of Materials (BOMs) and standard recipes for all antibodies to aid planning.➢ Streamlined order management by implementing customer segmentation.Highlighted Accomplishments:➢ Reduced customer complaints by 85% by creating standard work order responses, streamlining the order management process and order confirmations, resulting in improved order cycle times.➢ Reduced the average out-of-stock fulfillment time by 70%, from a ten-day average to a three-day average, by product segmentation, creating a forecast based on historical sales, and adjusting inventory/build plan to reflect forecast and segmentation. ➢ Improved OTIF delivery by 15% by adjusting the quality inspection and review process.

Led teams of 6 to 20 by translating KPIs into day to day behaviors that drive results.