Todd A. Nyman, Mba, Cpim Email & Phone Number

Midland, Mi, Us

Midland, Michigan, United States

Lead business aligned logistics strategy, network design, performance, and improvement initiatives in support of delivering against business objectives. Business aligned logistics leadership – in strong partnership with Dow Logistics and DSS groups – is a key enhancement to achieving improved translation of business growth objectives into clear logistics strategy and tactical planning. As global logistics lead, Todd will also serve various II&I Leadership Teams on logistics fundamentals, bringing an outside-in awareness of emerging trends and risks to improve business planning across the envelope. Success will be defined through advancement of KPI’s on logistics service, cost, and simplification of E2E processes in support of restoring CX, improving EX, and delivering growth.

Midland Michigan

Responsible for ensuring the successful planning implementations of ERP programs including Dow Corning and DowDuPont. Owns the Global Supply and Demand Planning processes for Supply Chain, providing work process and system support for end to end planning.

Midland, Michigna

Managed the global Customer Service and Logistics support for certain front office activities, and all back office activities.

Own the Global Supply Chain for Chlor-Alkali & Vinyl Business. Key point of contact for integrated partners. Ensure the Value Chain is able to supply Business Strategy. Grow and develop a cross-geographical team.

Leads the implementation of the North American supply chain plans to deliver the business strategy aligned with global business direction. As a member of area management team contributes to the development of business strategies & priorities. Ensures strategic and tactical business decisions are made with a full understanding of current and future supply chain capabilities and impacts to supply chain performance. Translates the business strategy into plans that deliver a competitive advantage. Drives implementation of supply chain strategic and tactical plans and is responsible for all aspects of supply chain performance. Manages the interface with service providers defining what capabilities/services are required, when, and indicators of success. Utilizes market trends and internal/external competitive benchmarks to identify differentiators of supply chain performance and drives an outside-in focus through the value chain from suppliers to consumers. Provides guidance/coaching to people who perform supply chain work for the business to ensure that they understand the strategic/tactical plans, are aligned to deliver them, and have the business-specific knowledge required to execute. Defines supply chain business rules, boundaries, performance metrics and targets that others follow to make decisions or take actions on behalf of the business, resolves issues or exceptions outside these business rules/boundaries, and intervenes when needed to address performance gaps. Ensures that supply and demand are balanced to optimize product availability, asset utilization, fixed asset investment, working capital, and total cost-to-serve. Collaborates on sourcing and inventory strategies for the business. Ensures that SC operations meet the current and future needs of the business at the lowest total cost-to-serve and that business EH&S/Sustainability goals are achieved. Drives continuous improvement to SC capabilities and performance for the business.

Participated on the regional Area Management Team & other cross-functional group contributing to the development of business strategies. Ensured business decisions were made with a full understanding of current & future capabilities & potential impacts to supply chain. Was the focal point for managing service providing organizations, defined what capabilities/services are required & indicators of success. Translated strategy into plans to deliver a competitive advantage. Utilized market trends & competitive benchmarks to identify differentiators of SC performance & to drive an outside-in focus through the entire value chain. Drove implementation of strategic & tactical plans & was accountable to the business for all aspects of SC performance. Provided guidance/coaching to people who perform SC work for the business to ensure that they understand and are aligned to the strategic/tactical plans, & have the business-specific knowledge to execute. Lead planning process for PU NAA, defining best practices & tools. Defined the long-term & cross-geography planning for PU Globally, outlining best sourcing & strategic product flows. Defined SC business rules, performance metrics that others follow to make decisions, resolves issues or exceptions outside these business rules/boundaries, & intervenes when needed to address performance gaps. Ensures that supply & demand are balanced to optimize product availability, asset utilization, fixed asset investment, working capital, & total cost-to-serve. Aligns with the Regional Product Directors to define sourcing strategies for PU. Detect shortages, outline scenarios & defining allocation for PU Globaly. Ensures SC operations meets current & future business needs with LCTS & Reliability/EH&S/Sustainability goals are achieved. Ensure actuals are within +/- 8% of estimates. Improve inventory efficiency through reduction of Slow Moving/PM/Batch Age etc. Manages Freight of ~$30mm & Budget of $12mm.

Developed business strategies & priorities to ensure that strategic / tactical decisions were made with understanding of current & future capabilities & potential impacts to performance. Was the focal point for managing the interface with organizations that provide services, defining capabilities/services required, when, & indicators of success. Translated strategy into SC plans that deliver a competitive advantage. Utilized market trends & internal/external benchmarks to identify differentiators & to drive an outside-in focus from external suppliers/upstream businesses to external customers/downstream businesses. Implemented strategic & tactical plans & accountable to the business for all aspects of SC performance. Defined SC capabilities to meet current & future requirements & collaborates with providers to secure capabilities. Coached those who perform SC work to ensure they are aligned to deliver plan, & have the knowledge required to execute their responsibilities. Lead planning process Globally, defining best practices & tools for the team to use. Defined SC business rules, boundaries, metrics & targets that others follow, resolved issues or exceptions outside these business rules/boundaries, intervenes when needed to address performance gaps. Ensures that supply & demand are balanced to optimize product availability, asset utilization, fixed asset investment, working capital, & total cost-to-serve. Ensures SC meets current & future business needs.

Lead/facilitate business Sales & Operations Planning teams/process. Own & operate area planning models, providing functional expertise for model operation & assuring most efficient use of information technology. Responsible for building scenarios of production & supply chain capabilities & limitations. Develop, decide, communicate & implement tactical or strategic plans. Identify contingency plans for demand management/product allocation to customers & to downstream businesses/JVs when demand exceeds supply. Owned supply-demand balances, inventory estimates & other key information to develop business level data for use in business teams and corporate reporting. Provide input to & participate as required in the S&OP process for upstream & downstream businesses. Resolve supply-demand issues created by competing priorities & growth plan. Engage cross-functional efforts to deliver performance improvement. Track key performance metrics, supply chain performance data, & generate improvement opportunities. Lead LEAN & Six Sigma improvement initiatives to deliver improved performance & lowest cost to serve. Proactively address potential failure modes by identification of risk mitigation plans, whether through enhanced operating discipline or implementation of detection methods (i.e. metrics). Gatekeeper for SAP and physical inventories and ensuring demand / supply balance is met as committed at the monthly S&OP meeting. Managed supply and demand balances for the value centers, and controlling raw material expenditures while maintaining production capabilities.

Develop, decide, communicate and implement operational or tactical plans. Coordinated weekly meetings to discuss the Supply & Demand balance with Operations to manage tactical supply & demand and inventory according to defined targets/policies. Maintain and execute production planning at the detailed level. Build and evaluate scenarios of production and supply chain capabilities and limitations involving the appropriate functions. Support management of key raw materials. Manage daily / weekly / monthly supply and demand via production scheduling and monitoring consumption both internally and externally. Gatekeeper for SAP and physical inventories and ensuring demand / supply balance is met as committed to by Area Planner at the monthly S&OP meeting.

Place and track orders, Manage Customer Inventories (Consignment), Track/reduce Railcar turn-around times, manage customer credit issues, negotiate shipping schedules when material is tight, communicate supply / demand issues / up and down the value chain, build effective relationships to deliver exceptional service to customers both internal and external to Dow. Increase customer profitability to Dow by selling Dow’s value proposition and encouraging new ways of doing things, coordinate activity on assigned customer accounts and develops and implements solutions on customers' issues and problems. Anticipates customers' needs to drive Dow deliverables and profitability, pre-buy management. Business Object reporting for needs critical to Customer Service / Commercial management, ad hoc reporting for colleagues

While there, I was a Detail Planner, moved to a Production Planner, and became the Master Planner for the Automotive Air Compressor Business for the remanufactured and Original Equipment (OE) products. I was responsible for meeting the needs of the “Big Three”, Caterpillar, John Deere, and the aftermarket distributors. In these positions, I was involved in the Sales & Operations Planning (S&OP) meetings and new product introduction for all 5 product families. I had to translate the S&OP into meaningful and feasible daily, weekly, and monthly production schedules. I was also responsible for purchasing the major components required to meet these production schedules, and gave final approval of product routings / Bills of Materials. Performing these duties required a high level of organization and in-depth understanding of: MRP (Material Resource Planning), MRPII (Manufacturing Resource Planning), and JIT (Just In Time).

Credit Collection Department, where I gained experience in corporate finance and money management.

Ba, Business - Marketing & Management

Activities and Societies: Tau Kappa Epsilon, IFC

Masters, Business Administration