Provides consulting services in end-to-end Supply Chain processes with focus in Biotech, Pharmaceuticals and Device. Engagements include S&OP assessment, planning, material flow optimization, supply agreements, CMO management change management and compliance for large and small firms. Selected client improvement rates within 3 to 6 months include: inventory turns (25%), schedule adherence (60%), materials availability (25%), supplier on-time rates (41%), commodity price reductions (20%), establishment of cold chain strategy, and manufacturing productivity / cycle time (20%).

Led Supply Chain support for a start-up site transitioning to clinical development in systems, process reengineering, inventory management, procurement, regulatory compliance, warehousing / logistics, organization development and facilities expansion. • Within the first 30 days redesigned planning systems and work-flow to eliminate material shortages and provide 100% material availability to internal customers. Key actions included corrections to planning logic, parameters, yield, demand / supply variability, supplier performance, process loss, identification of single sources, accuracy of Kanban replenishment cards, changes to daily workflows and use of visual systems.• Led site ERP project implementation in collaboration with corporate partners. Provided support in software provider selection, authored project charter, business requirements definition by stakeholder, detailed project plans, resource allocation, validation plans, design / modeling, training plans, data migration, and change management.• Addressed unsatisfactory states of cGMP compliance in the development supply chain related to CFR’s 210, 211, 1271. No observations were received during the site’s first critical inspection. Compliance upgrades included: numerous SOP revisions, design of a new warehouse facility to expected industry standards, creation of status designation labeling, training compliance, site ERP validation plans, change controls (warehouse qualification), protocols and elimination of documentation backlog (CAPA’s, investigations, Quality Notices for non-conformances, internal audit responses).

In a highly matrixed, turnaround environment responsibilities included logistics, program management, site Foreign Trade Zone (FTZ) operations, and expert guidance to site and corporate supply chain functions in Sales & Operations Planning (S&OP), MPS, ERP, procurement, sourcing, Supplier Relationship Management (SRM) and compliance. •Increased material turnover 33% five months in advance of corporate working capital improvement targets.•Led development and implementation of strategic sourcing plans and processes realizing savings and cost avoidances in 2012 of 8.8% for selected categories. Projected 2013-2015 savings total 7.0% per year.•Created and led operations strategy for outsourced components mitigating quality and business continuity issues. The strategy contributed heavily to improvement in incoming acceptance rates from 83% to 97%.•Implemented new 3PL strategies reducing costs 50% (NPV of $395K) and eliminating compliance risks. •Established a formal, standardized Supplier Relationship Management process with key suppliers driving high value in cost reductions, service, quality and risk mitigation. Lot acceptance rates and on-time delivery improved to 99%, annualized cost reductions of 3% or greater are projected.•Reengineered warehousing operations using LEAN / six sigma concepts ("supermarkets", Kanban). Transaction accuracy increased from 98% to 99.8% while overtime premiums declined to a nominal zero.•Reengineered warehousing operations using LEAN / six sigma concepts. Transaction accuracy increased from 98% to 99.8% while overtime premiums declined to a nominal zero.

In a start-up environment led Materials Management functions in Sales & Operations Planning (S&OP), scheduling, procurement, supplier relationship management, materials planning, warehousing, MRO control, regulatory compliance, process improvement (LEAN), and collaboration with business alliance partners.•Provided 100% material availability in support of commercial and development work through implementation of an ERP system. All launch inventory targets were achieved ahead of schedule.•Led site related planning for domestic and international production and distribution between Amylin and external Alliance partners including development of supply agreements.•Addressed compliance “gaps” resulting in no observations being received in PAI and EMA inspections. •Reengineered key processes utilizing LEAN principles increasing productivity and reducing error rates (i.e., manufacturing “supermarkets,” redesign of manufacturing work order and purchasing requisition systems).

Led Materials Management support for a mature start-up in S&OP, master planning, MRP, procurement, finite scheduling, inventory management, systems development, capacity planning, and warehousing / logistics. •Championed team efforts to improve on-time shipping to plan from 53% to 95% consistently. •Led a multi-functional team to improve schedule compliance from 70% to 93% and OEE from 50% to 75% using LEAN methodologies.•Guided the Materials Management team to achieve 100% material availability consistently.•Played leadership role in cycle time reductions (manufacturing start to release) utilizing LEAN and six sigma methodologies: 40% reductions were realized for two major product lines produced at the site in 2007-2008.•Implemented SAP/ERP capabilities: MRP was established in 2006; implemented SAP-Warehouse Management systems including bar-code technology; directed put-aways, zoning and SAP generated cycle counting. •Managed a 37% increase in production volume while decreasing departmental resources 20%.•Addressed unsatisfactory states of cGMP compliance in commercial and development supply chains. No observations were received during PAI’s and general inspections. Led a cross-functional team to reengineer the development / R & D supply chain end-to-end. •Established a formal S&OP process improving service and overall operational effectiveness.

Directed supply chain management functions inclusive of order management, S&OP, planning, procurement, sourcing, warehousing / logistics, label control, ERP systems development, compliance, and commercial readiness.•Corrected unsatisfactory states of regulatory compliance in holding areas, shipping, label control, order management, purchasing, and ERP systems heavily contributing to a successful EU PAI. •Reengineered S&OP and facility scheduling systems meeting critical planning needs for commercial and clinical operations. Fulfillment rates improved by a factor of 4X.•Introduced cross-functional strategic sourcing teams and processes resulting reduced procurement lead times of 30%.•Led development of SCOR modeling for commercial and development supply chains to align business strategy and prioritize Operational Excellence initiatives.

Directly led site operations in manufacturing, quality systems, process engineering, facilities engineering, forecasting, S&OP, global sourcing, procurement, distribution and warehousing. Global responsibilities included development of five-year operational plans and supply chain management capabilities for three sites. •Improved productivity per employee 6.0% contributing to highest margin achieved in business unit’s history. •Achieved and sustained fulfillment rate improvement from 98.5% to 99.9 % for catalog product lines and improved custom product on-time delivery performance from 87% to 92% through improved S & OP processes, LEAN methodologies and systematic service failure resolutions. Inventory turns improved 25%. •Introduced automation, training system upgrades, self-audits and metrics improving “First Time Right” quality 88% to 97%. Realized reductions in mis-formulations 35 to 1, scrap 49% ($990K) and sterility failures 50%. •Championed LEAN and Six Sigma initiatives (streamlining of automated filling, Kaizen blitz’s in nine conversion areas, QC testing rationalization). Gains included 50%-75% reductions in setup times and inventory, a 48% reduction in throughput time and reduced space requirements. •Initiated global sourcing team practices across business units realizing category savings as high as 25%.•Upgraded S&OP processes resulting in overtime reductions of 50% and a 33% increase in custom finished goods inventory turns. Implemented process improvements and labor management systems in distribution increasing productivity 12.5%.•Created the first global operations and Supply Chain strategy. The plan was approved by the BOD as written.•Leveraged Center of Excellence (COE) concepts to drive improvement in business processes (ERP, S&OP, other).

Provided multi-site support for a turnaround situation in forecasting, S&OP, master planning, procurement and sourcing, inventory management, systems, and strategic Supply Chain Management initiatives.•Reduced divisional supply chain costs as a percent of revenue from 17.0% to 15.3% ($4.5 million or 9.6%).•Implemented service improvement initiatives that increased fulfillment rates from 97.4% to 99.9%. •Directed an aggressive LEAN / asset management program; inventory turnover improved 25% in 12 months.•Realized a 3% reduction in material purchases through agreements, global leveraging and standardization.

Directed multi-site logistical support in forecasting, master planning, material planning, global sourcing, warehousing, label control, pharmacy operations, systems development, DEA affairs, and information systems.•Implemented critical functional strategies inclusive of S&OP, ERP, and LEAN practices. Line service improved to the highest historical levels at 99+% and averaged 96.5%. Material turnover increased by a factor of 2X.•Established a strategic sourcing organization and “industry best” practices resulting in continuous reductions in acquisition costs of 4.5% per year. Pioneered sourcing from low cost countries resulting in savings up to 40%.

Reporting to the Division President, directed Supply Chain Management support for the division’s six facilities in S&OP, master planning, material planning, global sourcing, warehousing, transportation, packaging engineering, and systems. Responsible for worldwide distribution of goods produced by five Maryland-based divisions. •Led a team to implement focused LEAN / supply chain strategies in key lines of business enhancing competitive position and profitability. Unit sales volume rose 22%, ASP’s increased 15%, service levels improved from 88% within four weeks to 96.5% within 24 hours, and manufacturing productivity rose 21%. •Improved general service levels from 85% to 93.5%; attained 99% in key lines of business. •Increased divisional net inventory turnover 67% in nine months through LEAN strategies. •Reduced distribution costs by $2.0 million ( labor productivity rose 22%, transportation costs declined 16%).

Manager, Material Planning & Systems / Materials Manager (LEAN Transformation Leader)Responsible for implementation of “best” practices (LEAN, TQM, MRP II, Six Sigma), strategic planning, oversight of operational performance, implementation of systems and process improvement for seven facilities world-wide. Pioneered “Value Stream Mapping” and “Total Cycle Time Reduction” processes. Led five domestic plants in LEAN implementations: total cycle times were reduced 40% - 70%, inventory turns improved from 3 to 25 at the key site.