Project Manager Supply Chain

Tommie Williams Project Management . Supply

Chain

Business Consultant with MBA. Career includes mix of ERP, Financial

Systems, Consulting, Operations, Lean Manufacturing and process changed

within organizations. Experienced from multi-billion dollar organizations

to start-up to distressed companies. Phenomenal history of improving

operations, building efficiencies and solving complex problems. Tireless in

effort to achieve the best possible solutions utilizing best practices. A

dynamic team leader.

AREAS OF EXPERTISE

Lean & Theory of Constraints ERP/DRP/Demand Planning Software

Practitioner Project Management

Executive Decision Making Operations Turnaround Expertise

Operations Management & Leadership Process Design

P&L Management and Budgetary Direction Best Practices Implementation

Financial Processes

Selected Accomplishments

Consulting Manager

Provide operational best practices revolving around lean manufacturing and

Theory of Constraints to clients ranging from $50 million in annual sales

to $10 billion in annual sales.

Turnaround and Revitalization

. Led successful turnaround of distressed manufacturing firm reducing

inventory levels from over $5 million to $800,000. WIP was reduced 80%

and Finished Goods produced to demand.

. Led organization change and consolidation of four company merger

resulting in closing of two plants and elimination of duplication.

. Developed amazingly successful operations sort process that increased

operational efficiency from 38,000 pieces per hour to over 42,000

pieces per hour. The direct result was an over $1 million labor

savings and an indirect impact on on-time delivery.

. Designed common order to cash processes for $2 billion French

acquisition resulting in standardized processes across 100 business

units. Process scope included order entry, inventory allocation,

order fulfillment, shipping, tracking, delivery, customer returns and

accounts receivable.

. Designed "as is to be" processes for companies specialized in

manufacturing, retail, distribution, systems, real estate,

electronics, and transportation.

. Implemented Demand Planning modules and best practices for $5 billion

manufacturer.

. Led implementation of numerous ERP and Supply Chain solutions and

modules. Projects ranged in sales values of $500,000 to over $5

million.

. Developed Global distribution process for Mexico based company.

Operations Management

Responsible for operations in excess of $100 million in revenue. Full P&L

responsibility. Provided training, strategic planning and operational

improvements.

Cost Reduction & Process Improvements:

. Designed and implemented organization wide production, replenishment,

and throughput standards resulting in a 40% reduction in operations

cost and 99.45% on time delivery for a $5 billion retailer.

o Reduced on hand inventory from $14 million to $7.5 million via

SKU allocation and proper management of safety stock levels.

. Managed 45 driver delivery operation. Repeatedly recognized as manager

of the year.

. Successfully managed 250 employee unload operation. Established proper

measurements points to reduce overall organizational cost.

Systems and Technology

Implementations

Implemented and re-implemented multiple ERP and Supply Chain Solutions

Solutions and Modules

. JD Edwards Microsoft Project, Visio, JBA, IFS, Manugistics,

Microsoft, QuickBooks

o DRP, Financials, WMS, Demand Planning

Previous Employers

Employer Position Years

Williams Consulting Group Principal 2007-Current

Med-Sched, Inc Vice President 2002-2007

Deloitte Consulting Consulting Manager 1998-2002

Education

B.A, Political Science Baylor University

M.B.A., International Business, Dallas Baptist University

Certifications

CPIM, American Production and Inventory Control Society (APICS)

PMI/PMP Professional, Boston University (expected October 2010)

Tommie Williams

Project Management .

Supply Chain

Representative Projects

Time Scope

Organization Size/Type $ 40 Billion 3 months

Transportation

Project Size $250,000 On time delivery

Software Used Excel

Role Project Lead

Problem: Client was unable to meet delivery commitments due to staffing

issues, inadequate processes and over capacity.

Solution: Develop process that better utilizes areas with surplus staffing

and eliminate the affects that low staffing levels had on the network. This

was successfully done by pushing the sort process upstream, eliminating the

bottlenecks caused by the hubs.

Time Scope

Organization Size/Type $ 40 Million 15 months

Manufacturing

Project Size $4 Million Software, Y2K

Software Used JBA (Infor)

Role Project Manager

Problem: Client believed that Y2K would negatively affect its ability to

manage its financials and must do an update as required by to maintain Tier

1 status in the automotive industry. After a detail assessment, the real

issues were cash flow, inventory levels, manufacturing scheduling and

overall technical skill of the staff.

Solution: Properly define project scope and requirements from a software

implementation to a process re-design. Afterwards, complete the software

implementation. This change converted over $5 million in inventory to cash

and better allowed the client to meet ongoing financial obligation

including our fees.

Time Scope

Organization Size/Type $ 3 Billion 12 months

Manufacturing

Project Size $5 Million DRP, Demand

Planning

Software Used Manugistics, JDA

Role Project Manager

Problem: Client had poor visibility into the manufacturing process. Poor

visibility limited their ability to communicate accurately to their

customers, establish, purchase and maintain accurate inventory levels and

determine manufacturing schedules.

Solution: Implementation of Manugistics Demand Planning and DRP solution.

Time Scope

Organization Size/Type $ 360 Million 14 months

Manufacturing

Project Size $5 Million Implementation,

Process definition

Software Used JDEdwards, Excel,

PowerPoint

Role Project Manager

Problem: Client grew through acquisition of four companies. The acquisition

left them with multiple processes, policies, procedures and systems.

Questions we had to answer were: Which is the best way to track inventory

or best accounting system? How do we take a sales order or process an

invoice? Where should inventor be stored and do we have duplicate items in

multiple locations? How do we apply "Best Practices" to build a world class

organization?

The client also wanted to know if a distribution center would work for

them.

Solution:

Time Scope

Organization Size/Type $ 1.6 Billion 7 months

Wholesaler

Project Size $500,000 Process definition,

Process mapping,

Inventory

Software Used Excel

Role Project Manager

Problem: European client acquired multiple regional United States

electrical parts suppliers. They needed to improve the profitability,

reporting and distribution model.

Solution: Reviewed their processes from Order to Cash to Procure to Pay.

Completed an As-Is to Be process mapping and identified network weaknesses.

Changed inventory ordering and carrying procedures from a push system to a

pull system eliminating over $5 million in inventory.

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