Tim Engstrom Email and Phone Number

Spearheading transformation creating supply chain stability and resiliency from the pandemic through partnerships with suppliers and customers. Leading a network of 31 distribution centers with LEAN methodologies identifying barriers preventing associates from performing their best work, developing bench strength through University partnerships, alternative hiring initiatives, while supporting supply chain outcomes of product availability, inventory productivity, and total cost productivity. Beating budget targets with a better than yesterday theme improving YOY results efficiency 3%, OT 5%, world class 4-wall fill rate of 99.92%, and network service levels >95% while reducing total inventory dollars by $120M.

Leading inventory transformation through a journey to 98% Next Day Fulfillment strategy. Constructing a team and partnerships from the customer backward to the supplier creating a "Frictionless Flow of Goods and Information". Along the journey, revamping processes and KPIs driving actionable results.

Professor in Supply Chain Master's program

Spearhead transformation of company in areas of transportation, fulfillment, customer service, production planning, and customer satisfaction. Consistently analyze current operations to orchestrate and maintain strategic plans and transition roadmap for improvement initiatives. Implement Lean manufacturing methodologies to streamline operations and processes including KPIs. Organize global training on lean manufacturing practices, direct implementation of visual factory, re-profile warehouse operations, and negotiate transportation bids. Mentor high-potential team members in a ‘Leadership Development’ program. • Reduced turnover by 300% through implementation of ‘People with Disability’ hiring program. • Expanded storage by 44% through restructuring and layout modifications of warehouse. • Boosted productivity by nearly 5% through visual display of hourly TAKT time. • Successfully negotiated lower freight costs per pound while creating a ‘glass pipeline’ of goods movement.• Decreased inventory days on hand by nine days and improved in-stock percentage. • Seamlessly deployed customer relationship management and customer scorecard analytics.

Took helm of US distribution activities including integration of omni-channel operational structure and single supply chain operations for store fulfillment and eCommerce orders. Constructed management team with focus on Lean continuous improvements for 22 distribution centers, engineering, WMS, and goods not for resale while maintaining an operating budget of more than $700M. Orchestrated safer and more agile distribution network servicing stores with established business processes leading to faster customer service and lower operating costs. Executed spin-off analysis of DC operations for confidential segments, implemented lean management across supply chain network, and developed DC leadership coursework during school of supply chain curriculum composition. • Slashed operating costs by $180M across three years through DC consolidation, labor model modifications, and Lean manufacturing initiatives. • Improved safety performance by 52% through launch of peer-to-peer observation program leading to reduction of worker’s comp claims by $2M annually.

Led operations for 600 members across three distribution centers, WMS, and not for resale goods with annual operating budget of $70M. Oversaw integration of Drugstore.com, Beauty.com, and VisionDirect.com acquisition into Walgreens.com supply chain, optimized all operations into a single network streamlining process, lowered operating costs, and exceeded Amazon standard delivery times. Designed and launched Wave Planning for prioritizing orders based on delivery service time. Provided mentoring to Northwestern Master’s students in SKU segmentation studies including 75,000 SKUs that changed operating models, improved services, and reduced working capital and operating costs. • Enhanced delivery times by 56% by optimizing operating schedules which lowered costs by $2M.• Developed S&OP and SKU segmentation decreasing annual working capital by $10M. • Reduced backorders by nearly 15% with instituted S&OP processes. • Significantly improved all delivery options with new programming ‘Wave Planning’ to prioritize orders based on delivery times.

Headed operations driving redesign of supply chain processes through consolidation of multiple operations into a single unit with oversight of 135 team members and a $25M annual operating budget. Coordinated a project management office to guide pre-design, vendor selection, building construction, and pre-consolidation of operating units. Directed operations for remanufacturing site, transportation, and operations in Canada, constructed team to design new DC, and renegotiated union contracts at Illinois re-manufacturing site. • Formulized team to lead Kaizen events, develop new SOPs, implement SAP WM, and lead consolidation efforts.

Revamped and operated largest OfficeMax DC with a team of over 200 warehouse and transportation associates. Introduced Lean methodologies, created cohesive approaches to CRM customer data, and organized Kaizen events. Fostered Lean methodologies with customer service team to build bench strength and consistent customer inquiry coverage. • Improved product flow and operating costs and removed touchpoints with cohesive Lean Kaizen approaches. • Redesigned delivery routes to enhance customer and operations services as well as reduce costs.

* Director Supply Chain Analytics* Regional Logistics Manager* Region Transportation Manager* Transportation Analyst