Logistics Strategy Director - Midwest
Worldwide point of contact for the development and implementation of global Network and Logistics Strategies for all Business Units. Responsible for the establishment of the optimal logistics network, capacity models, infrastructure plans, capital plans, inventory deployment and product flow. Responsible for managing infrastructure plans consisting of (60+) warehouses and cross-dock hubs.
Led development and implementation of a multi-year Network Strategy to support product flow to 1200+ North American stores, providing a 10-year NPV of $50M. Included design of new Retail DC designed to support product flow conversion to high levels of cross-dock
Led development and implementation of direct-to-business customer network, consisting of 14 pick and pack centers, providing next day deliveries to 92% of US population.
Led development and use of computer models designed to optimize the delivery route network (private fleet and UPS) to deliver up to 100,000+ packages per day.
Implemented Sales and Operation Planning process (S&OP) designed to convert sales forecasts into inventory and warehouse requirements.
Developed Supply Chain operating model to support company entry into additional Retail channels, including warehouse location, operation and sizing, business case, inventory and replenishment strategies and outbound linehauls.
Senior Manager - Supply Chain Strategy Consultant Accenture -Chicago, IL
Performed strategic General Management and Supply Chain consulting for Fortune 500 companies, advising senior client executives of value-driving business solutions across a broad cross-section of business disciplines. Concentration included:
·Business Strategy: Strategic Business Planning, Corporate Initiatives, New Business Capabilities
·Integrated Supply and Demand Planning: Inventory Mgmt, Demand Planning, Sales and Operations Planning
·Procurement: Strategic Sourcing, eProcurement, Supplier Collaboration, Supplier Development
·Network Strategy: Distribution, Fulfillment, Outsourcing, 3PLs, Network Design/Optimization
-Wal-Mart: Employed modeling tools to analyze the existing DC/Retail Store network and convert to a velocity-based design. Determined the optimal balance between network cost and store service parameters for the new multi-tiered distribution system. Analyzed model affect on key parameters – delivery frequency, inventory, transportation and DC capacity. Designed network to respond to changes in model assumptions (i.e. growth, cost and operational parameters). Integrated model results into a comprehensive business case containing annual operating benefits of $200M.
-AT&T: Implemented a Sales and Operations Planning process for a newly created outsourcing operation, which moved 100+ million units annually. Effort involved the design of a closed-loop planning process, the development of demand planning and inventory management tools/scorecards and the building of the new organization to execute the operations. Implemented processes captured a 25% reduction in inventory levels and a 15% increase in forecast accuracy.
-Pepsi-Cola: Conducted a Supply Chain Assessment for the inventory management, demand planning and forecasting operations. Analyzed existing inventory levels and compared them to statistically generated models, based upon lead-time, service level and forecast accuracy. Developed an enhanced Sales and Operations Planning process to be rolled-out to major Business Units. The recommendations yielded $20M in annual operational savings.
-Welch's: Implemented a cross-functional Strategic Sourcing effort to reduce total Supply Chain costs on products in the printing industry. Analysis involved all sourcing aspects, from the review of multiple sourcing strategies through contract negotiations, and resulted in a 19% annual savings on a $35M spend.
-Brown-Forman: Diagnosed current operating environment and developed/executed recommendations for a Strategic Procurement initiative, including; conversion of the Procurement organization to a hybrid reporting structure, identification of commodity strategies for 30 spend categories and the development of streamlined/standardized procurement processes. Identified annual savings of $26M through Strategic Sourcing efforts.
QUAKER OATS COMPANY - Chicago, Illinois.
Corporate Senior Project Manager – US Foods/Snacks Division - 1995 to 1997
Managed Supply Chain teams as part of new organizational structure designed to expedite the commercialization of new products to market. Possessed accountability for the technical aspects of new product offerings, the operational and process capability, the ability to scale from benchtop, the securing of plant buy-in and commitment, and the development of Supply Chain/Logistics strategies.
-Led new structure to the successful introduction of Chocolate Crunch Rice Cakes in December 1995 and Mini Popcorn cakes in June 1996, both under accelerated timelines.
-Acted as an Internal Consultant to develop and execute plans designed to deliver bottom line results to the manufacturing plants in the areas of operation/process improvement, supply chain management and asset utilization.
-Assisted with the expansion analysis of Quaker Snack products to the Australian market, involving the identification and development of local trade partner relationships in Australia.
QUAKER OATS COMPANY
Project Manager - Golden Grain Division - Bridgeview, Illinois - 1990 to 1995
Project Engineer - Gatorade/Beverages Division - Indianapolis, Indiana - 1989 to 1990
Developed and implemented Long Range Strategic Plans and Annual Capital Operating Plans to meet forecasted business needs in the areas of capacity, Supply Chain, flexibility and consumer needs. Projects included:
-Performed strategic analysis of plant capacities, management and operational synergies for the Near East Foods acquisition (from H.J. Heinz Company). Performed multiple business analyses of potential divestitures, acquisitions and consolidations within the Division.
-Recruited by Division Quality Assurance to train 400 salaried and production employees in the concepts of Total Customer Satisfaction and Total Quality Manufacturing. Customized the standard 3M programs to contain relevance to our organization.
-Relocated (2) production lines and managed property asset transfers during plant consolidation activities, while avoiding $1M per week in co-packing penalties through management of the aggressive project schedule.
-Recruited by Executive Mgmt to become a Team Member in successful efforts to decertify a 30-year Union and the (2) subsequent attempts by the Unions to reenter the plant.
-Assumed role of Environmental Assurance Coordinator to maintain plant compliance with all government regulations such as air emissions, hazardous chemicals and wastewater. |
