SUMMARY:

• Results - driven leader of value-added initiatives. Delivers CapEx projects on time, in budget, in scope. Collaborates with team members/stakeholders and executes business objectives from initiation to closing phases.
• Manages RAID (risks, actions, issues, decisions) closely. Uses strategic approach which is poised, positive, disciplined. Leads IT projects with SDLC experience; developed original Change Management IP. Supply Chain/mfg SME. MBA. PMP.
• Strategic Project Planning
• Business & IT Alignment
• Enterprise Implementations
• Resource Management
• Change Management
• Process Improvement
• Supply Chain Management
• Manufacturing (Process/Discrete)
• Procurement/Strategic Sourcing
• Accomplished Program/Project Manager - 16+ years of project experience leading 20+ projects to success. Mix of medium to high complexity projects. Primarily global teams in blended onshore/offshore delivery model for world-class companies including HPE, Walgreens, AbbVie, more.
• Business Strategist - plans and manages multi-million-dollar projects; aligns business goals with technology solutions to drive process improvements, competitive advantage, and bottom-line gains.
• Risk Management - experienced in risks and issues management; competent in finding TEMPeffective mitigation solutions.
• Agile, Iterative and Waterfall project methodologies - able to manage small to large project teams which produce high-quality deliverables.
• Excellent Communicator/Negotiator - forges solid relationships with technical teams, business users, clients, leadership, partners; builds consensus and enables communication across levels.

TECHNICAL SKILLS:

• Ariba 14S IBX P2P EWM 9.4 WMS
• Oracle 9i Emptoris Jira HP ALM MS Office
• MS Project Smartsheet Power BI SharePoint
• ServiceNow Concur Program

PROFESSIONAL EXPERIENCE:

Confidential

Senior Project Manager

Responsibilities:

• Program Management. PM for a $20M supply chain program for a Fortune 19 client. Managed scope, cost, schedule, resources, results. Led deployment of best-in-class SaaS warehouse labor management (WLM) system to 18 large U.S. distribution centers impacting 7,200 team members. WLM based on engineered labor standards and incentive pay.
• Project Management. Lead 7 workstreams: 1. change management (includes communication and ), 2. engineered labor standards (ELS), 3. IT interface development, 4. labor management system (Blue Yonder), 5. reporting, 6. Incentive pay, 7. Industrial Engineer organization (to sustain initiative). Managed 3 PMs and 3 workstream leads. 24 dedicated project resources.

Confidential

Senior Supply Chain Manager

Responsibilities:

• Warehousing. Led 27 mo. project; delivered 10.7% (vs goal of 5%) WMS productivity increase to 10 large U.S. factories on time/budget. Annual cost savings estimated at $5M - 7M in U.S.
• Procurement. Over 6 months, simplified demand to requisition workflow in SAP SRM 7 for BU at Fortune 50 global defense manufacturer with $864M spend. Eliminated offline reviews, set up DOA.
• S&OP. Helped German elevator multi-national manufacturer achieve ROI in 2.5 yrs on $18.6M SAP CapEx primarily through S&OP improvements and reduced inventory levels.
• Analytics. Created integrated supply chain dashboard prototype for Fortune 200 pharma with federated data from contract manufacturers and packagers, 3PL, cold chain.
• Transformation. Supply chain SME for 9 mo supply chain transformation project at client with $2.9B annual spend but legacy thinking/processes/systems. Created center-led org with best practices.
• Logistics. Led 18 mo project to deploy SaaS cloud YMS for large US beverage manufacturer each site with 210 full truckloads/day. Resulted in 16% increase in spotter efficiency.
• S&OP. World’s largest beverage maker sought to replace 2 legacy S&OP systems at all U.S. plants. Led project through initiation & planning stages over 4 months before asked to “save” failing project.
• Track & Trace. Big Pharma struggled with emerging global product serialization laws. Developed traceability technical solution (with IoT, cyber, in cloud) & U.S. consulting offering.
• Project Management. Fortune 100 IT client transitioned S4/HANA app support for 60 apps to DXC. Managed 6 analytics domains & leads, 128 global resources, SLA in 6 mo. transition.

Confidential

Category Management Process Lead

Responsibilities:

• Procurement. Key contributor to startup & support of large greenfield “proc ops” center in Chennai, India. Transitioned 57 plants & 6 BUs from p-card to e-catalog tool (4,400 POs/wk).
• Cost Savings. Industrial automation: revitalized stagnant asset repair program (doubled to 19 plants) with $1.7M savings in 2010. Material handling: a $15.3M laser guided vehicle lease program (82 units) for 10 plants yielded $870k in negotiated savings (6%).
• Cost Savings. E-auction for $7.8M bulk gas yielded $628k; post-bid negotiation added $77k for $705k total (9%); supply base rationalized from 7 to 4. Found synergy between sanitary chemicals and wastewater treatment; 2011 proposal was 29% savings ($5.1M).

Confidential

Senior Commodity Manager

Responsibilities:

• Cost Savings. In 2009, sourced, negotiated and implemented national contracts for LTL & air freight, p-card, Kanban MRO, fasteners. With 2 peers and a VP, cost reductions of 8% in direct and 15% in indirect achieved which totaled ~$14M in 2009.
• S&OP/Inventory. El Cajon, Garden Grove, Cincinnati aerospace plants struggled with poor S&OP practices, flawed processes, high inventory. On-site actions included reconfiguring MRP settings, process mapping, correcting BOMs, MDM changes, APICS cycle-counting, re. Results: inventory & working capital reductions from $114M to $92M (19%) in ‘09.

Confidential

Distribution Manager

Responsibilities:

• Distribution. Sourced public food-grade warehouses in NA. Deployed AIB sanitation program. Developed safety, service, sanitation KPIs. Network model optimization reduced 15% of 3PL base. Met often with customers including Heinz, Mars, Smithfield for New Product Introductions.
• Category Manager ’03 - ‘05. Managed $19M indirect categories (fleet, wireless, travel, labor, plant services). Sourced travel to Amex (including deploying online booking tool) and sourced MRO nationally to Grainger, 300 vehicle fleet to Wheels, and wireless to Verizon.
• Warehousing. PM for reengineering of 3 large internal warehouses (e.g. 100k sf) in WI to optimize density and improve flow. Results ranged from density increases of 25% to 200%.