SUPPLY CHAIN DIRECTOR/MANAGER INVENTORY CONTROL, SUPPLY/DEMAND PLANNING, PROCUREMENT, SOURCING, SUPPLY CHAIN DIRECTOR
A champion of change and an executive who adds millions of dollars to the bottom line through smart cost control initiatives, operational efficiency improvements and critical supplier and customer relationship management.
Solutions-focused and technical-oriented Supply Chain Management / Operations Executive offering a track record of success in diverse industries spanning consumer products, retail, distribution and media entertainment. Successfully introduce valuable supply/demand solutions involving new products, new markets, new channels, new suppliers and new vendors. Background includes achievements with consumer retail products sold through specialty and big box/top-tier organizations.
Career reflects full spectrum of the supply chain management process including vendor management, forecasting, inventory management, customer fulfillment planning and collaborating with key retailers, distributors and buyers. Not afraid to embrace radical solutions; excel in pinpointing long-standing problems and failures and introducing new and exciting solutions and methods to drive an organization to new heights.
Areas of Expertise: Strategic Business and Financial Planning… Inventory/Product Planning and Forecasting… Cost Containment… International Procurement… Contract Negotiations… Performance Management Initiatives… Supply Planning… Supply Risk Management… Third Party Supplier and Vendor Management… Fill Rate Improvements… Lean Sigma… SAP… Systems Integration and Implementation… Consensus Building… Team Building.
Technical Knowledge: Evavi… SAP… Manugistics… Logility ASI… MS Windows, Excel, Word.
“Passionate… Analytical… Entrepreneurial… Customer-Focused… An Enabler… A Big Picture Thinker”
BUSINESS EXPERIENCE – AN IN-DEPTH REVIEW
COLUMBIA HOUSE COMPANY – Terre Haute, IN 2002 to 2003
A $1 billion media entertainment company.
DIRECTOR, SUPPLY CHAIN
Direct Reports: 6, Director of Forecasting, Associate Director of Forecasting, Manager of Inventory, Assistant Manager of Inventory, Manager of Purchasing, Operating Budget: $5 million
Brought on board to resolve a $1 million, 4-week delivery backlog problem in the Music Division and boost fill rates from a low 80 percentile. Key activities included managing 27 staff members in New York City and Terre Haute, presiding over forecasting for 24,000 SKUs across the CD-Music, Video-VHS, Video-DVD, Video Continuity and Games Divisions and directing annual purchasing of $200 million worth of products and the fulfillment process cycle. Diverse functions entailed inventory control, fill rate improvements, vendor lead time reductions, vendor relations/management, demand planning management, supply planning management, raw material/WIP procurement management, supply chain metrics and operational goals reporting, project management and mentoring staff.
Key Results:
•Achieved a $5 million annual savings by negotiating DVD product costs with the number 2 supplier.
•Turned around a critical problem with the number 3 media vendor whose poor quality and supply problems significantly affected the Video Continuity business. Backlog represented over $500,000, lead times were reaching 46 days, fill rates were 50% and key rollouts were missed. Aggressively tackled problem by working with vendors on key performance indicators and controls. As a result, they moved from ranking as the 2nd worst backlogged vendor to the 2nd best media vendor. Performance metrics became a benchmark for the company and all problems were resolved.
•Reduced lead times from 40 to 18 days by working closely with key vendors.
•Implemented a new Evavi supply chain processing, procurement software and inventory management system that replaced a 30-year old legacy mainframe system.
•Elevated fill rate from the low 80 percentile to the high 90s across 3 major divisions.
WORLD KITCHEN (formerly General Housewares Corp.) 1994 to 2002
$800 million distributor of kitchen and household supplies.
SENIOR MANAGER, LOGISTICS / SUPPLY CHAIN LEAD – Corning, NY – 2000 to 2002
Direct Reports: 3: Import/Export Manager, Supply Planner, Demand Planner, Operating Budget: $250,000
Challenged to consolidate 3 separate organizational entities and create a robust functional team despite diverse cultures, a severe debt burden stemming from a leveraged buyout and focus of other organizations on a mass market segment that was different from the “high end” segment OXO product line operated. Major consolidation effort included staff downsizing, consolidation of distribution sites, 3rd party logistics providers and enterprise wide operating software and policies that governed key suppliers/vendors. Moreover, migrated all systems from American Software to SAP and shifted legacy forecasting/planning systems to Manugistics. Key member of management team that navigated organization through complex consolidating efforts and delivered key results in 9 months.
Principal activities included demand planning, supply planning, inventory management, import control, warehouse management, key customer forecasting, planigram reviews, new product forecasting, managing 35 Asian vendors, raw material support, analytical support, warehouse conversions, and more.
Key Results:
•Accelerated the OXO houseware brand purchasing operations from $33 million to $45 million annually and consistently achieved a 92+% fill rate.
•Under my leadership, product portfolio added 100 to 150 new SKUS annually which also added 33% to total sales per year, representing $5 to 7 million in annual sales growth.
•Participated in a Lean Sigma project that the reduced product development cycle, drastically increased logistics role and enabled staff to provide early planning assistance. Efforts lowered new product implementation time line by 30% and reduced first shipment delay from 6 months to 10 weeks.
•Instrumental in saving at least $4 million as a member of team that directed the first transportation RFP for the company. Led the transition to new vendor with minimal disruption to shipments.
•Planned and orchestrated the relocation of a warehouse involving 10,000 full pallet bays and 3,000 picking locations of OXO products. Prioritized inbound shipments and adjusted inventory system to meet post-lunar Asian New Year peak period. Flawless transition was achieved in 4 weeks with 90+% fill rates, no significant inventory losses, a clean system conversion and a 3-5% adjustment in future purchases.
DIRECTOR OF FORECASTING AND INVENTORY PLANNING – Terre Haute, IN – 1994 to 2000
Direct Reports: 3: Import/Export Manager, Supply Planner, Demand Planner, Budget: $100,000
Overcame internal resistance and implemented the company’s first forecasting and inventory planning system that followed a conversion to the American Software application. Accepted challenge to create a procurement and forecasting system from the ground floor, modify legacy systems, update procurement and purchasing practices and create a process to communicate results to senior managers and domestic and international suppliers. Major initiative delivered significant inventory dollar reductions.
Diverse activities included demand planning, supply planning, inventory investment analysis and optimization, freight cost control, vendor management, procurement planning, sales, finance and manufacturing forecasting, procurement policies and practices upgrades, new system implementation and upgrades, customer relationship management, sales analysis, staff development, and more.
Key Results:
•Led implementation of the first production/sales and inventory planning tool needed to control inventory, manage purchases for more than 6 divisions boasting over 1,600 SKUs.
•Generated a $500,000 annual inbound freight cost reduction compared to a $4.2 million annual cost.
•Managed team that achieved a $500,000 savings by negotiating new small package rates with UPS and achieved similar cost savings results with regional trucking companies.
•Managed Computrex Logistics, a 3rd party logistics group, and improved container tracking by using a PSI tool to assess vendor performance. Delivery time was cut from 35 to 24 days (from Hong Kong to Chicago).
•Successfully kept container prices below industry averages despite a period of significant cost increases.
•Improved information and communication transactions with international vendors.
•Participated in migrating from a local warehouse to a 3rd party warehouse in Plainfield, IN.
AMERICAN OLEAN TILE CO. (subsidiary of Armstrong World Industries) – Lansdale, PA 1981 to 1994
A building products and interior surfaces supplier.
MANAGER, SALES PLANNING & BUDGETS – Lansdale, PA – 1990 to 1994
Supervised 2 staff members and focused on sales planning, budgeting and quota setting initiatives, distribution channel performance analysis, business and sales performance analysis, market forecasting, share segment reporting, business reengineering evaluations, and more. Team member that implemented ERP software.
MANAGER, MARKETING INFORMATION – Lansdale, PA – 1989 to 1990
MARKETING INFORMATION ANALYST – Lancaster, PA – 1985 to 1989
CHEMIST / RESEARCH CHEMIST – Lancaster, PA – 1981 to 1985
EDUCATION
Bachelor of Science, Chemistry
University of North Carolina – Chapel Hill, NC
Completed 27 hours toward a Master’s degree
Shippensburg University – Shippensburg, PA
PROFESSIONAL & COMMUNITY ORGANIZATIONS
APICS – 2001 to Present
International Association of Business Forecasters – 1995 to 1998
Board of Directors – 1997, Seminar Presenter at 1997 conference
American Olean Tile Federal Member Credit Union – 1989 to 1993
Vice President, Marketing – 1991 and 1992, Member of several committees
Wabash Valley Boy Scouts
Designed marketing process for Council-wide Pinewood Derby for Cub Scouts |
