Intel is in the midst of a significant transformation into separate manufacturing and products organizations as part of its IDM 2.0 strategy. Responsible for developing and implementing an integrated supply chain roadmap across planning, manufacturing, procurement, customer service, and logistics for the new manufacturing organization tied to implementation of SAP S/4 and a new suite of planning and execution systems

Developed the overall vision for supply chain planning and associated implementation roadmap and initiated implementation efforts. Led key elements of the transition of Intel manufacturing from an internal manufacturing organization to a contract manufacturing business including development of the overall transformation roadmap for supply chain

Supply Chain Consultant serving a variety of industries. Projects include M&A, advisory, planning, and procurement.For a large biopharmaceutical company, led a supply chain assessment for a new acquisition. Prepared a make-buy assessment for manufacturing of both capital equipment and consumables. Developed a Board presentation to communicate strategic options and decision.For a small private equity owned medical device company, consolidated four manufacturing sites into a new greenfield site. Led facility design for manufacturing and distribution and associated procurement. Executed an interim site transfer plan to accelerate benefitsFor an analytical instrument company, led an assessment of supply chain planning. Identified improvements necessary to stabilize plans, reduce expediting, and improve quarterly revenue attainment.Led a working capital improvement initiative for a major manufacturer to generate over $ 200 M of cash through a combination of inventory reduction, accounts payable and accounts receivableLaunched a demand planning transformation for a major technology company. Identified issues and developed action plans to improve short term forecast accuracy by 10% and long term (18 months+) accuracy by 50%Advised water utilities and industry suppliers on material and services procurement. Provided point expertise on water meter procurement and the business case and adoption strategies for smart meters

$6B privately held semiconductor foundry. Initially engaged as a consultant then brought on full time to oversee implementation. Evaluated opportunities to reduce working capital and improve forecasting. Managed demand, supply, and materials planning across five wafer fabs on three continents. Significant project work in preparation for expected IPOLed an overall evaluation of working capital opportunities across inventory, accounts payable, and accounts receivable. Led implementation activities for Work-in-Process (WIP), raw materials, and spare parts (as a make-to-order business finished goods inventories are very small). Reduced WIP by 18%, direct materials by 50%, and spare parts by 15% with further reductions in progress for 2021Transformed the S&OP process to make it more focused and action oriented. Work-in-progress to upgrade to Integrated Business Planning (IBP) with Anaplan implementation. Implemented new processes and systems (Kinaxis) for demand planning. Implemented life-cycle models to improve accuracy of both tactical and strategic forecasts. Improved forecast accuracy from third to first quartile based on industry benchmarks.Implemented a full suite of key performance metrics and executive dashboards to monitor and drive performance for revenue, customer service, and inventory. Identified leading indicators and initiated demand analytics to better predict future customer order patterns.

Led supply, demand, and inventory planning across all business segments globally in a multi-division, high SKU complexity business. Delivered strategic projects in planning and procurement.Redirected a failed global advanced planning system implementation (Logility), achieving target timelines and business case. Led a transformation of Direct Procurement to increase strategic focus and deliver a 50% increase in annual savings.

Responsible for strategic sourcing and procurement of over $ 1.5 B in spend as well as materials management and fleet. Converted a traditional procurement organization into a strategic sourcing team, tripling annual savings in the process. Shifted key commodities to a total cost of ownership (TCO) approach. TCO approach to procuring water meters led to increased revenue and reduced maintenance costs at same material cost. Increased spend with diverse suppliers from 15% to 25% in four years. Implemented a supplier portal converting 35% of invoices to electronic submission in six months while increasing traditional early payment discount capture (19%), enabling dynamic discounting (50% increase to discounts captured), and reducing accounts payable staff 25%.

Responsible for all aspects of supply chain including manufacturing. Developed manufacturing strategy to support rapid growth from startup to 400 M + units per year. Significantly improved both manufacturing yields and efficiencies. Drove change program in Quality Control to improve compliance, reduce errors, and increase throughput. Built new teams and capabilities to support growth strategy. (Note: This company is no longer in business)

Led all aspects of Supply Chain for a $ 1.6 B medical device company divested by Bristol-Myers Squibb in 2008. Significant growth in the organization due to acquisitions and absorption of activities previously performed by the parent company. Led organization that peaked at 100 employees across forecasting / planning / S&OP, sourcing, contract manufacturing, logistics / distribution / order-to-cash, and package engineering. * Restructured distribution globally. Reduced the number of distribution centers in Europe from 21 to 5. Established a regional distribution center in Singapore. Integrated the Company's Latin America distributor following an acquisition. Reduced global warehousing and transportation costs 10% and inventory by 5 DOH with these changes* Implemented a tax efficient supply chain operating center in Switzerland. Led all aspects of the project from concept to board approval to implementation including site selection, consultation with tax advisers, facility acquisition and build out, hiring, and systems implementation. Delivered operating cost savings of 8% annually and significant reductions in tax liability.* Built new organizations in sourcing, distribution, and customer service to take over functions previously performed by the parent company. Saved over $ 2 MM annually vs. parent company allocations while also increasing performance* Supervised global re-implementation of SAP (35 countries, 4 plants). Drove key decisions on approach, scope, and implementation plan. Delivered a flawless implementation in 14 months, on-time and budget

Managed supply chain activities for sixteen markets stretching from Pakistan to New Zealand to Japan. Based in Singapore* Recruited and developed a high-performing team. Built a brand new organization from the ground up. Consolidated activities from local markets into a regional function and built the organization to support it. Created a culture of team work and made significant efforts to enhance skills and develop team members.* Standardized processes and procedures across the region. Was able to eliminate many manual reporting tasks and improve planning effectiveness by driving local markets to adhere to standard processes and to use their ERP systems in a consistent way.* Created a new process for managing long-term supply constraints that allowed the business to make more informed decisions, selectively manage demand, and maximize gross margin.* Exceeded objectives for customer service and inventory. Led other regions in conducting a comprehensive analysis of inventory level, safety stocks, and order quantities.

Defined the strategy for a major corporate supply chain initiative and led specific projects.* Worked with a senior team to define the end-state (2005) vision for the supply chain initiative. Developed a strategic plan for achieving this vision consisting of fourteen projects each designed to deliver a specific capability and associated business benefits within 6-9 months. Exceeded savings targets of $ 150 MM over five years.* Initiated a project to bring all manufacturing sites to a “minimum construction standard” (similar to Class A) for their planning processes and supporting data.* Led a project to redefine the metrics used to measure the supply chain. Developed and implemented a balanced score card globally across 30 plants and 50 markets. Effort ultimately led to a change in the way inventory is measured for the entire corporation.* Led the global implementation of the Manugistics (Blue Yonder) supply planning system across 25 pharmaceutical finishing plants and 50 markets.

Principally responsible for identifying new sources of productivity savings/revenue enhancement for the company. Managed a staff of up to five across multiple projects with a departmental budget of $ 1.7 MM annually. Representative projects include:* Analyzed various internet opportunities as part of corporate e-business and distribution initiatives. Identified promising ideas, evaluated strategic issues, and built detailed financial models. Two ideas moved into operational pilots.* Led corporate initiative on discounts, returns, and allowances. Managed over 30 sub-projects focused on closing loop holes in corporate policies and procedures and commercial decision making. Delivered annualized savings of $ 35 M.* Led a cross-divisional team in a project to source all international freight, globally. Worked with 16 origin sites to re-source shipments to 80 markets. Reduced freight forwarders from over 100 to three globally and generated savings of 15% or $ 9 M.

Managed projects, provided technical leadership and subject matter expertise, and developed junior staff. Managed from two to four consultants on up to four simultaneous engagements and budgets in excess of $ 1 M annually. Director of Recruiting from 10/95 to 8/96 in addition to consulting duties. Representative engagements include:* Managed development of a strategy to improve forecasting performance (in terms of both increased accuracy and reduced cost) for a European toy manufacturer. The strategy addressed all dimensions of forecasting (alignment with business strategy, organization, performance measures, information technology, process, and techniques) and identified substantial opportunities to improve performance.* Managed a two year supply chain strategy and implementation effort for a major electronics manufacturer, including identification of opportunities, high-level process design, and several implementation projects. Developed new processes, and identified “best” forecasting techniques coincident with the installation of a new forecasting system (Manugistics / Blue Yonder). Designed and managed the implementation of an inventory planning tool.* Supported numerous projects as a subject matter expert in forecasting, inventory management, and production planning. Wrote primary firm reference on supply chain planning strategy.