Manager Supply Chain

Professional Profile

James Turner is a Senior Manager in the Planning & Integration Group of

PepsiCo Chicago (Quaker, Gatorade, and Tropicana) Supply Change Operations

Solutions Practice. He has over 13 years experience in assisting clients in

supply chain initiatives. The common goal of the initiatives is to reduce

production and inventory costs while maintaining or improving service

levels and customer satisfaction. This is achieved by implementing a

combination of Technology, Organization and Process improvement. His work

includes:

. Demand Planning and Forecasting

. Project Management

. Educate and inform clients of Supply Chain Best Practices

. Process Redesign

. Workshop Facilitation

. Planning tool specialist (SAP - APO)

. Supply Chain Planning Expert

. System implementation Methodology Expert

. Thought leader in customer and product categorization, and development

of integrated supply chain business policies that lead to

differentiation of service and costs for customers and products

. Industry Experience - Consumer Package Goods, and Chemical

Employer History

10/2006 - Present Pepsico, Chicago, IL Tropicana Senior Demand

Planning Manager

2/2005- 10/2006 Pepsico, Chicago, IL Demand Planning Model Development

Manager

4/2002 - 2/2005 IBM/PriceWaterhouseCoopers, Chicago, IL

Principal Consultant

10/2000 - 4/2002 Braun Consulting, Chicago, IL Senior

Manager

10/1992-10/2000 PriceWaterhouseCoopers London, New York, Chicago

Principal Consultant

Assignment History

10/2006 - Present Chicago, IL

Pepsi Juice Drinks Demand Planning Manager (Tropicana, Naked Juice, IZZE)

. Responsible for UPC/Distribution Point/Weekly Tropicana Chilled, Naked

Juice, and IZZE businesses ($3.5bn). In 2009 achieved historical high

accuracy of 82.4%, resulting in a $2million reduction in aged product.

. Developed new product forecasting process for Tropicana, Gatorade, and

Quaker Foods.

. Responsible for development of actionable Innovation forecasts, down

to the SKU, week level

. By using shipments, pos and promotional data work with Sales

Organization, and customers to build smooth replenishment strategies.

. Lead group of 6 through system/process transition fro legacy to SAP,

requiring management of Process, Organization and Technology in order

to optimize the solution.

. Key technical resource for the entire Demand planning group (26 staff)

during implementation

2/2005 - Present Pepsico, Chicago, IL

Demand Planning Model Development Manager

. Model Development Manager for SAP Demand planning statistical model.

Primary responsibilities were designing and coordinating the

integration of the Statistical tool (SAS) into SAP APO for Tropicana,

Quaker Foods and Gatorade, combined business revenues of $10bn.

. Business lead for development of online training tools for Demand

Planning team.

4/2002 - 2/2005 IBM, Chicago

Principal Consultant

. Project Lead for a rapid 10 week implementation of Demand Planning

(Forecasting) APO implementation at a fortune 100 CPG client. Lead

small experienced team through every stage of the implementation.

Involved in process design, KPI definition, configuration, Training,

and testing. System and processes went live on time and resulted in

300% improvement in forecast accuracy.

. Project Lead for a Demand Planning (Forecasting) APO implementation at

a $30bn+ CPG and industrial products client. Managed 14 people through

the five phases of an implementation lifecycle Project Preparation,

Blueprinting, Realization, Final Preparation, and Support. Through

this full lifecycle was significantly involved in process design,

technical design, change management, and project planning. The global

process design was particularly challenging as this was the first of

seven divisional rollouts, and had to be completed in such a way that

would minimize the need for any redesign during later divisional

rollouts.

10/2000 - 4/2002 Braun Consulting Chicago, IL Senior

Manager

. Lead APO Demand planning upgrade from version 2.0 to 3.0.at Eastman

Chemical.

. Lead Demand Planning Consultant for Demand Planning Implementation at

a $5bn CPG client. Responsibilities in this phase include proof of

concept design, current business process analysis and project

planning. The forecasting processes include both internal and

external collaboration.

10/1992-10/2000 PriceWaterhouseCoopers London, New York, Chicago

Principal Consultant

. Lead team in analysis, design, and configuration in all areas dealing

with physical inventory management at Goodyear Chemical Division. This

involved designing new business processes for the management of

Engineered stores, Raw Materials, and Returnable Containers. MRP was

managed by utilizing consumption based planning; forecast planning was

investigated and rejected.

. Team Lead for Supply Network Planning implementation at Kimberly

Clark. The scope of the project covered two continents and all

aspects of the supply chain; forecasting, supply network planning,

distribution planning, and transportation planning. Responsibilities

in this phase include proof of concept design, current business

process analysis and project planning. The forecasting processes

include both internal and external collaboration. Lead Advanced

Planning System Package selection for fortune 500 CPG Client.

Involved matching process requirements against current Advanced

Planning System (APS) functionality, assessing strategic issues, and

proposing potential timeline and rollout strategies. The client

selected SAP APO over i2 and Manugistics.

. Lead a four-man team charged with analyzing the business requirements

of an Elevator and Escalator manufacturer, and map these requirements

against SAP functionality. Personally charged with the client contact

areas of the supply chain, primarily consisting of Sales, Order and

Service management. The manufacturing processes ranged from assemble

to order for standard products, to configure to order for custom

product offerings. Post sales service business was strategically

critical as it accounted for the major proportion of profits. After

documenting, analyzing, and mapping the business processes to SAP, a

business case was developed to move ahead with a SAP implementation.

. Core member of a 3-person team assigned to review the supply chain,

from manufacturing point to customer delivery, of a large healthcare

products manufacturer. The client manufactured Renal Dialysis

solutions and delivered the solutions, via internal and third party

distributors, direct to their patients' homes. The distribution

network had evolved over twenty years and had never been reviewed on a

macro scale. I conducted review of the current customer

requirements. Participated and facilitated in supply chain review

workshops by functional areas, Global Logistics, Order Processing,

Distribution, and Information Technology

. Member of 4-person team employed by a major printer manufacturer to

review their reengineering efforts. The printer manufacturer was two

years through a four-year reengineering effort; the project was highly

complex with multiple sub-projects running simultaneously. The PW

team's directive was to review all current sub-projects and future

project plans. This review highlighted areas of risks within sub-

projects and made recommendations to reduce these risks. All sub-

project work plans were studied to identify critical milestones and

inter sub-project dependencies were identified. This information was

used to create a reengineering Master Plan within the MS Project

Management tool. The critical milestones and dependent tasks were

automatically linked in from the sub-projects to the master plan. The

project also designed a project plan template for all future sub-

projects so that the Master Plan could be easily extended and

maintained.

1991-1992 British Alcan, Dolgarrog, Wales, Production Analyst

. Implemented a production-scheduling package, which resulted in

reducing the aluminum levels on the site by 60%.Previous to joining

Price Waterhouse, I was with British Alcan, principle role in one-year

implementation of production scheduling package PROVISA. The package

involved modeling each machine in a production cycle, entering orders

and materials data, then simulating how to schedule the factory for

the future. The objective being to stream line the process, reduce

WIP, stocks and move the factory towards a JIT environment. The role

involved interviewing machine workers, timing processes and then using

the data to build logical rules to simulate a machine. After building

the model the role changed to one of producing production schedules

and monitoring their usage and efficiencies. This monitoring often

lead to either a need to modify the model, or a need to educate the

users. The project was a success reducing the aluminum levels on the

site by 60%.Also carried out, as part of a small team, three

continuous improvement projects on other Alcan sites throughout U.K.

1986 -1988 Mellon Bank, Bank of Tokyo London,

Sydney

Foreign Exchange Dealer

Education and Background

. B.A. Economics (Single Honors) 1st Class Degree, Exeter University,

Exeter Devon U.K.

o Macro-Economics

o Micro-Economics

o Statistics

o Accounting

o Game Theory

o Portfolio Analysis

. Certificate of Business Administration, Warwick University, Warwick

Coventry UK

. APICS CPIM Certified

. SAP Materials Management (MM) Certified

. SAP Advanced Planner and Optimizer (APO) Certified

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