Supply Chain Management - Logistics
04697

Industry: Manufacturing

Resides: California

Salary: Open

Relocate: Yes

On the Market:

To secure a challenging logistics or supply chain management position with a dynamic and exciting organization where my business knowledge, experience and skills will contribute towards the growth and success of the organization.

·         Overview:  Experienced global management professional with 10 plus years of continued career progression accompanied by key accomplishments in highly competitive industries.  The beneficiary of empowered work environments where broad responsibility and decision-making have been pushed down into the organization, resulting in exceptional exposure and work experiences.

·         Logistics:  Hands-on and leadership experience across a range of logistics functions including: production planning, inventory management, customer service, forecasting, transportation and distribution with a diverse group of companies, products, and services. 

·         Acumen:  Well-developed business and supply chain understanding attained through diverse assignments in logistics, sales, and business analysis at both staff and manufacturing locations.

·         Results-Oriented:  Proven track record utilizing a fact-based, process-oriented approach towards reaching aggressive goals in support of cost, profit, service and organizational objectives.  

Georgia-Pacific Corporation – Atlanta, GA                                                                            January 1992 to May 31, 2002

Manager, Logistics & Sales Administration – Leadership position in a global business reporting to the President of the Market Pulp Division with responsibility for logistics and sales administration.  Market pulp is a global commodity used in the manufacture of a broad variety of paper, tissue and packaging products.  Logistics oversight included production planning and scheduling, demand forecasting, inventory management, customer service, order management, distribution activities and SOP (sales/operations planning) process.  Sales administration included the responsibility for volume allocation decisions, revenue forecasting and contract administration.

·         Led the business unit’s SOP (sales/operations planning) process that drove manufacturing plans (production, capacity and inventory plans), sales plans (forecasting, bookings and shipments), sourcing plans (raw materials), financial plans (budgeting & financial outlooks) and impact/contingency analysis

·         Developed and implemented logistics/planning processes in support of business unit’s initiative to transition to a “make-to-demand” environment away from a “make-to-inventory” environment 

·         Made a significant contribution towards consistently maintaining division’s days of inventory level at an average of 21% lower than reported industry levels making a considerable contribution towards working capital reduction and increased cash flow

·         Responsible for processes that translated raw sales forecasts into meaningful demand forecast for use in capacity planning, production planning and inventory planning

·         Developed strong analytical and presentation skills as a key member of the group responsible to develop, assemble and present the business unit’s quarterly and annual status/progress updates to divisional and corporate management

·         Successfully developed and grew sourcing opportunities for trade partnerships resulting in a $2 million plus annual benefit that allowed the division to better optimize it’s internal operations while allowing sales to service a broader market

·         Key steering committee member for a corporate-wide fiber strategy initiative with the objective to realize a multi-million dollar benefit through improved sourcing and freight solutions, lower operating inventories, and better internal capacity utilization as the result of opportunities associated with Georgia-Pacific’s acquisition of Fort James

·         Key member of division’s on-going business process improvement (BPI) team that successfully generated several million dollars each year in savings and benefits by employing a formal methodology to evaluate and improve division’s business practices and processes

Key steering committee member involved in the improvement, development and implementation of information systems Manager of Pulp Sales – Developmental opportunity to gain experience, understanding and interaction with customer base to further build my overall business knowledge and understanding of the supply chain.  Key responsibilities included sales, contract negotiations, customer management and business development functions with assignments in both the North American and Asian market place 

·         Negotiated new contracts to further strengthen position and market share in the shrinking, but critical U.S. market

·         Led effort to explore and develop new, acceptable avenues of financing during the Asian economic crisis in an effort to keep sales activity functioning and avoid payment defaults by customers and agents

Logistics Manager– Overall responsibility to develop and implement logistics strategies and processes in support of a global business unit including production planning, customer service, distribution, inventory and order management functions with the objective to manage, execute and develop the logistics group and processes in a cost-effective, customer-focused manner.

·         Developed and implemented a logistics plan and processes to support a capacity expansion from 240,000 tons to 550,000 tons

·         Led organizational transition from a “functional-silo” approach to a “cross-functional” approach to achieve a more effective logistics group that required less headcount and generated additional savings through better decision-making

·         Key member of initiative to successfully achieve and maintain ISO certification for the staff/headquarters business group

Production Planner - Responsible for the production planning and scheduling of a 240,000 ton per year business unit that was part of an earlier acquisition.  Hired as part of second effort to improve overall results and more successfully assimilate the business unit.

·         Established core processes and business practices around production planning, scheduling and forecasting that had failed to exist prior, resulting in a significant improvement in costs, customer service and credibility

·         Through improved scheduling processes increased machine utilization resulting in a $3 million benefit

·         Created metrics and reporting tools around the production planning/scheduling processes to improve information visibility and enhance the ability to set, measure and track goals

Coca-Cola Enterprises – Atlanta, GA / Los Angeles, CA                                           June 1989 to January 1992

Production Planning and Inventory Control Supervisor – Assignments in Western Region (Los Angeles-based) and Southeast Region (Atlanta-based) with responsibility for the centralized production planning and inventory management of multiple manufacturing sites along with the replenishment/distribution process to 30-plus sales distribution centers in each region.

·         Key member of effort to introduce a MRP system and concepts into the organization while successfully leading the effort to centralize production planning/scheduling, sales forecasting, and the replenishment/distribution processes

·         Developed regional reports, tools and processes for production planning, inventory management and replenishment/distribution that were rolled out for standardized use on a national level

·         Made a significant contribution towards improved product availability, placement and placement resulting in reduced production schedule interruptions, improved capacity utilization, and reduced re-distribution of product

·         Successfully increased annual inventory turns in each region through a more focused and analytical approach to slow moving and obsolete product

Kimberly-Clark Corporation – Fullerton, CA                                                                March 1987 to May 1989

Mill Transportation Analyst – Responsible for the day-to-day management of a $16 million/year transportation & distribution operation in a manner consistent with customer service, cost and corporate strategic requirements.  Controlled and coordinated from the manufacturing site interaction between 10 carriers, a private fleet and six distribution centers for delivery to end customer locations.

·         Led effort to improve on-time delivery to a sustained 97%, up from 93% average

·         Key member of a multifunctional effort that successfully cut order fulfillment time to 48 hours from 72 hours

v      BS, Business Logistics and Transportation – Ohio State University, March 1987

v      Proficient in Microsoft software environment including Excel, PowerPoint and Word

v      Statistical Process Control coursework– Tennessee Associates

v      Georgia-Pacific Stage II Executive Talent Development Program – April 2000

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