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Integration of standard best practices across all four facilities.Increasing Inventory Turn Rate performance.Implementation Global Strategic Guidelines for Supply Chain Management.All inbound and outbound packaging/containerizationWorking directly with Plants and Purchasing group on supplier performance issues and supplier capacity constraint issues.Representing Supply Chain Management on Corporate Sourcing Committee.Supporting Sales group on pricing and quoting activities and capacity studies.Supporting new program launches and Program Management activities.Management of 3PL service provider.

Management Consultant500K square foot facility with 200 employees providing general merchandising distribution services for Verizon. 15K lines per day, 7K SKUs using PKMS, Vision, and SAP systems.Successfully execute launch and turnaround support. Implement accurate inventory management. Ensure fast and precise deliveries. Effectively prioritize and manage multiple projects simultaneously, resulting in multiple improvements and new business launches.Training, implementing process controls, developing and implementing scorecard metrics, 5’s, standardized work, plant layout improvements, manpower reductions, windowed shipping and receiving, process audits, inventory accuracy improvements, development of roles and responsibilities for managers/supervisors/team leaders, interim operations/plant manager. Mentoring managers and supervisors, developing and driving new business project plans, throughput improvement; launching formal problem solving processes for quality improvement. Assumed temporary roles at level of supervisor, operations manager, plant manger.

Fortune 500 Logistics Services Company providing Supply Chain Management, Transportation, and 3PL services to companies worldwide.Launched Logistical Optimization Center in Michigan for Supply Chain Services Division; 24-month launch/startup. Provided JIT sequencing, subassembly, pull system, cross docking, inventory management, container management, transportation, and material follow-up services for 2 OEMs and 63 Tier 1 customers. Successfully oversaw and supervised P&L, $100M in annual sales, three shifts with 900 team members, >1200 truckloads per day, and 3M IU order lines per month. Acquired and converted 1.2M sq. ft. engine plant into JIT warehouse operation. Expanded scope of work and performance resulted in 33% growth first year and addition of a second adjacent facility at 600K sq. ft. Responsible for staff selection/hiring/development functions: hired and trained 93 salaried and 800 hourly employees, including HR Manager, Engineering Manager, Material Manager, Operations Manager, Quality Manager, IT Manager, and Finance Manager; hired and trained 30-60 associates per week; recruited qualified specialists to manage launch and operations. Effectively negotiated 64 Tier-1 commercial contracts and 2 3PL commercial service contracts with OEMs. Launched an average of eight commodities per week. Negotiated UAW contract that was ratified first round voting, maintaining variable cost pricing assumptions used for contract with OEM. Managed successful launch of WMS (RF environment), including conversion of Ryder's current system to meet OEM revisions of EDI and order sequencing systems. Implemented web-based inventory visibility system for 62 Tier-1 customers who utilized various MRP systems.