VP Supply Chain, operations management/consulting background with world's largest drug and mass retailers, consumer products companies, Big 5 consulting firms; Expert in organizational change, ERP, information technology & customer service reengineering with cost and inventory reductions in international, multi-plant/dc settings
December 2003 to 2007
PRIVATELY OWNED $450 MILLION WORLDWIDE MANUFACTURER/DISTRIBUTOR OF QUALITY HEALTH & BEAUTY CARE PRODUCTS
DIRECTOR OF GLOBAL SUPPLY CHAIN
Responsible for 2 plants, 6 subcontract manufacturers, 4 third party distribution centers, 5 direct and 17 indirect reports in Planning and Materials Management for $150 Million annual spend for raw materials and components, forecasting, purchasing, customer service, transportation, distribution and data management.
Corrected long-standing customer service issues with major mass and drug retailers, improving customer service from 30% to over 95% perfect, on time and complete orders to Wal-Mart, Walgreens, CVS, RiteAid, Target, Peyton, K Mart, Publix, Brooks/Eckerd, as measured by their scorecards.
Implemented Oracle’s $10 Million PeopleSoft ERP system in 9 months
Recruited Directors of Customer Service, Data Administration, a Transportation manager and two planners, trimmed staff, and reorganized departments around the new hires
Maintained 99% fill rates and 99% on time delivery performance for major mass retailers while automating the OTC process for over 30,000 domestic and international orders with EDI
Renegotiated contracts for 4 third party distribution centers to bring them on line; reengineered the shipping process to ship within 24 hours or less in an LTL shipping environment.
Designed and reengineered a Sales and Operations Planning process (S & OP) and meeting format for a 2 plant, 6 contractor manufacturing network that included both operations metrics (95% schedule execution, 99% plan feasibility, 6 month inventory projections, 100% data accuracy); and sales and marketing metrics (early warning consensus meetings, active and inactive sku counts, obsolete inventory management, forecast waterfall error analysis and external POS measurements).
Reduced the sku count from 450 to 125 including a major product restage
Implemented Six Sigma concepts for forecasting improving ABC in-control skus from 30% to 90% and reduced inventory 35% from $27 million to $20 Million.
THE PEOPLESOFT PROJECT:
Implemented PeopleSoft’s Enterprise Order Management (EDI 850 & 875), CSR Desktop, unique customer catalogues, pricing, billing and invoicing (EDI 801 and 857); Demand Planning, multi-level forecasts, with best fit models, S & OP process including pre-meeting consensus, forecast accuracy and inventory life cycle measurement; Engineering BOM’s, with integration to MasterControl document management software for GMP compliance, recipes instructions and batch records; cost management, multiple order management and inventory business unit configurations, Supply Planning including optimal material plans and reconciliations, message update tracking, dynamic safety stock calculations and numerous UPK’s (desk procedures) and custom audit reports to ensure that the system is being utilized correctly
Led two Phase II consulting engagements to remedy over-planning problems in Supply Planning and automate Demand Planning routines, improving cycle times by 5 days
Designed and implemented numerous control charts, pivot tables and OLAP queries to provide real time parameter tracking for all departments, resulting in significant improvements in process efficiency and reliability
Implemented new backhaul transportation agreements with Wal-Mart’s Centerpoint and Walgreens NCS private fleets achieving 39% and 16% freight reductions respectively on a $10 million freight budget
Reduced airfreight expenses from $1 million to $50K per annum through improvements in forecasting and master production scheduling
Trained and led project teams in 2 plants and 3 third party distribution centers that then built novel inventory accuracy measurement tools, improving accuracy from below 90% to 99.5% greatly reducing daily transaction reconciliations (key to ERP) and the audit reliance on physical inventory counts.
Utilized Wal-Mart’s Retaillink, Target’s Partners on Line and other customer’s logistics and forecasting web sites to adjust forecasts and replenishment settings eliminating warehouse outs and improving in-stock levels to over 99%
Reduced safety stocks by 50% and improved Schedule Execution to 95% resulting in the elimination of 2 satellite warehouses and $150,000 expenses
Increased inventory turns 50% to 10-14 on A items including 2-3 week in transit times by reducing lot sizes
Instituted weekly Master Production Schedule meetings for the international division that increased schedule compliance to 95%, eliminated customer complaints, and reduced inventory holdings
November 2000 to November 2003
MAJOR TOY MANUFACTURER
SENIOR VICE PRESIDENT OF OPERATIONS
Responsible for all operations of a $500,000,000 privately held toy manufacturer; aggressively improved manufacturing, global sourcing and procurement, logistics, quality, information technology, and asset optimization while focusing on profitability, developed a management infrastructure, rationalized facilities, and implemented basic controls for this 1000 person, part-union company. The firm was acquired by Mega Bloks (now MEGA Brands) for $350 million in mid-2005.
February 1995 to 2000
$5 Billion INTERNATIONAL DIRECT MARKETING ORGANIZATION
VICE PRESIDENT OF GLOBAL SUPPLY CHAIN
Responsible for supply chain for 18 global manufacturing and distribution facilities, $600 Million in annual purchasing spend, 18 direct reports, 3 regional directors, $40 Million reengineering and systems project with 250 project team members
Established a contemporary, demand-driven supply chain that delivered over $400 Million of savings over four years and exceeded financial expectations after the first 24 months of implementation
Reorganized department, hiring 6 key directors, and over 50 support staff worldwide
Led a global team to select two state-of-the-art applications for the software-aided re-engineering project
Completed a $2 million, 5-country supply chain systems pilot with a corporate, regional and local technical architecture proved that the software could work.
Achieved significant performance improvements in Brazil, with sales of $120 million:
$12.4 Million inventory reduction from 120 to 63 days cover
56% to 60% Gross Margin
23% to 29% Operating Margin
$1.8 Million working capital avoidance
$115, 000 in P&L savings:
Reduction in cost of goods sold from 36.6% to 35% yielding $71,000 in incremental gross profit and a reduction in expenses from 43.1% to 39% yielding $44,000 in profit.
Developed a flexible, event based European manufacturing strategy that zero based both costs and locations. As a result, a new Polish manufacturing plant was commissioned, UK and German costs were reduced, and the UK Northampton plant was ultimately closed, saving $10-12 million.
1993 – 1995
Big 5 MANAGEMENT CONSULTING SERVICES
DIRECTOR - SUPPLY CHAIN MANAGEMENT - INFORMATION MANAGEMENT
Responsible for client relationship management, building an account plan, Business Development for a portfolio of up to $7-10M, conducting research and competitor analysis, client presentations, proposals and negotiations, client delivery assurance, engagement staffing for project teams exceeding 200 across multiple locations, converting client engagements to Go-to-market solutions, and building alliances with relevant product vendors
Developed proposal strategies that closed $12 million in new business.
Integrated supply chain management concepts into systems-oriented consulting
Developed internal training & education programs to better leverage consultants and resources.
Integrated advanced supply chain techniques and SAP software, improving client comprehension.
Developing an information technology strategy for the $1 billion maintenance and engineering functions o a major international airline
1987 - 1993
Big 5 MANAGEMENT CONSULTING SERVICES
NORTHEAST REGIONAL MANAGER - DISTRIBUTION, LOGISTICS, AND SUPPLY CHAIN MANAGEMENT
Responsibilities: Please see Big 5 MANAGEMENT CONSULTING SERVICES Above
Built the Supply Chain Practice from zero to multi-million dollar engagements by developing the national supply chain strategy, market positioning & standard delivery methodologies, recruiting & developing regional supply chain consultants, and delivering results
Key engagements for Fortune 500 clients included:
Developing the cultural integration strategy for a $4.0 billion Franco-American company
Developing a supply chain & systems strategy for a $4.0 billion consumer products company, doubling shareholder value by rationalizing organization & facilities while implementing contemporary technology, yielding $160 million inventory and $200 million cost reductions
Developing a turnaround strategy for a $150 million French company, creating a new management organization and technical systems infrastructure
Advanced Procurement and Manufacturing Knowledge and Techniques:
SCM, B2B, B2C, e-commerce, IT, systems integration, product development, technology & administration, inventory and data accuracy, BPR, lean manufacturing , demand management, forecasting & estimating, TPS, TQM, continuous improvement, Six Sigma, SPC, SQC, Toyota Production System, World-Class Manufacturing, JIT, ERP, MRP & MRPII, ISO/QS 9000, delivery, global sourcing & vendor partnership programs, TOC, transportation logistics
Information Technology:
PeopleSoft v8.8 SP1 (ERP), Microsoft SQL Server 2000 & 2005 (Database), Microsoft Analysis Services (Analytics Database/ Cube), Microsoft Reporting Services (Reporting Tool), EDI - Sterling Commerce – Gentran Integration Suite (GIS), HighJump Software - a 3M Company, MasterControl™ GxP process and document management software, Manugistics, I2, QAD, SAP, and many other decision support and ERP systems. IBM, HP, and DEC hardware environments; project management methodologies
Education:
B.S., Mechanical Engineering, Cornell University
Professional Affiliations:
American Production and Inventory Control Society, CPIM
Languages:
Fluent in Portuguese, working knowledge of Spanish and Farsi |
