William E. Mixon Email and Phone Number

Supply Chain Digitalization Data Quality Palantir FoundryContract Management Pricing Management Revenue ManagementSupply and Demand PlanningProcess ImprovementRevenue ForecastingInventory OptimizationSupply and Demand PlanningProcurement Savings AnalysisBusiness Analytics

-Month-end reporting and budget planning coordination of $1 billion operations budget within matrix organization.-Responsible for plant risk management identification, forecasting, variance analysis, accruals, internal controls audit, technology, cross departmental leadership communication, and global project team communication.-Technology product owner for Oracle Hyperion and migration to IBM TM1 reporting and analysis system. Internal controls administrator for month-end closing accruals, and variance analysis.-Streamlined entity wide risk management reporting and lead senior management in risk identification and mitigation which resulted in reducing $50 million in production risks. -Lead team to innovate and build a scenario-based forecasting planning model driven by key business inputs such as sales demand, labor requirements, and external service providers using SAP BI and Power Query. -Streamlined business processes for month-end close reporting packages and automated target adjustments; improved efficiency by 40%.-Automated Power BI drill down reporting for SAP actual cost line items for cross-departmental controllers and management teams; reducing analysis time by 25%. -Saved $0.3 million in annual costs for the planning system migration from Oracle Hyperion to IBM TM1.-Developed and empowered employees to achieve results for both personal and organizational development.-Drove accountability using SharePoint workflow processes for cross departmental sign off and approval.

-Responsible for leading month-end close and reporting of +$400 million budget including accounts payable, accruals, inventory management, material costing, target setting and budget planning for the Vice President of Supply Chain. -Responsible for the optimization of supply chain costs and ensuring department met budget targets for inbound freight, material handling, logistics, and outbound freight. Worked hand in hand with the Vice President of Supply Chain to drive departmental performance. -Developed relationships with a global launch team and traveled internationally to streamline processes and ensure RFQs were transparent. -Negotiated contracts with Procurement for 3PLs and service providers.-Reduced outbound and inbound freight costs by $2 million through ocean freight invoice auditing, and optimizing cubing and route planning based on forecasted demand. -Identified container demand planning errors based on forecast variances resulting in $5 million in extra spend. -Reduced obsolescence costs by facilitating weekly swarm meetings between supply chain, engineering change, and sales departments to ensure phased changes were managed and bill of materials were updated.-Developed new employees quickly with standardized onboarding plans and documented processes and procedures.-Lead cross-functional team and business plan for the launch of the new global logistics consolidation center. Ensured multiple phases of the launch from procurement to finished product distribution were on time and within budget.-Identified process improvements which reduced double handling of inventory and reduced procurement and operational costs by $5 million. -Customized KPI and forecasting reports using automated Power BI reporting to reduce lead time of responding to customer request. -Automated KPI and target adjustment reports using SAP, Oracle, and business intelligence software.

-Responsible for driving plant strategy and performance through overseeing the development of current and future plant operational plans to drive optimization of engineered labor standards and labor requirements. -Coordinated and controlled labor forecasts, reported, and aligned monthly labor performance reports across departments using aggregated data from line balancing systems, payroll, and oracle labor planning systems. -Collaborated with plant vice presidents to develop roadmaps to achieve plant targets.-Facilitated plant wide manpower steering meeting for executive leadership to align labor requirements for new product launches and events. -$2.3 million in annual savings generated for overtime labor costs through transparent communication and process control. -Reduced $1.3 million in annual headcount costs through optimization of process planning. -Lead cross department team to implement headcount and overtime reporting database using Microsoft Access which replaced paper-based reporting system for 3,500 employees. Results of initiative highlighted the need for and lead to the implementation of a time-based reporting system.

Responsible for gross margins, business planning material analyses, accounts receivable and payable.Team Duties: • Month end closing, cost center budget planning, audits, and variance analysis.• Reconciled $12,000,000 of accounts receivable in 2012 resulting from customer payment variances.• Approved retro payments to suppliers that resulted in over $2,000,000 in savings from potential supplier overpayments.• Engineered a real time accounts receivable and payable model through integrating SAP data.• Developed a real time costed variant BOM model for business planning and variance analysis. • Responsible for approximately $750,000,000 in accounts receivable and payable annually.

Developed a logistics protocol agreement that contained key information related to each supplier’s material and logistics. • Designed documents to aid material planners in decision-making and minimize communication errors with suppliers. • Team leader of BR 205 and paint line expansion for Capstone Project Course. • Developed an efficient and effective BR 205 and paint line expansion proposal. • Created a new plant layout using Auto-Cad and generated a complete financial analysis of the proposed layout scenarios.

Worked with SQE’s to develop a system that would aid management response time regarding critical suppliers. • Proposed new technologies to promote communication across the supply chain to reduce each critical supplier’s consumption of management resources.

Supplier quality management independent case study for ZF Lemforder. Team Leader of the Capstone Consulting Project for ZF Lemforder.Author of Rhino Capture in Kruger National Park and junior author of two other business cases published by McGraw-Hill Irwin in the book Crafting and Executing Strategy, the best selling strategic management textbook used at over 900 universities worldwide.

Planned and coordinated recruiting visits to and from Fortune 500 companies.

Responsible for the Renewable Energy Firm's Initial Public Offering Presentation; · Conducted a complete industry analysis on the competiveness of rivals, substitutes, suppliers, buyers, and new entrants. · Constructed optimization models to incorporate scenario analysis and the effects on profitability. . · Identified and evaluated key supplier relationships and market resources critical to industry profitability. · Analyzed and recommended options for implementing strategic change and contingency plans.

2008: Coordinated teams to ensure the successful execution of the 2007 AIS kickoff banquet, which hosted over 70 corporate guests.

Monitored student academic conduct on homework and examinations.

· Reduced the process time of moving finished goods to the shipping dock by 75 percent. · Streamlined production by minimizing downtime by 50 percent. · Anticipated inventory storage which reduced forklift downtime by 55 percent.