Sales Customer Service

Raymond Morrissey - MBA

**** ***** ***** ( Greenville, NC 27834 ( abm9mi@r.postjobfree.com ( H:

252-***-**** ( C: 252-***-****

Executive Management Profile

( Demand Management ( Sales and Marketing Execution( Supply Chain

Optimization Expert ( Customer Service, Inventory and Distribution

Strategy Leadership ( S&OP Process Leadership (

Innovative senior management professional with established expertise in

demand management, supply chain, sales, marketing, product development,

procurement, and plant operations within the consumer packaged goods,

industrial, automotive, and the electronics industry.

CORE COMPETENCIES

DEVELOPMENT OF ENTERPRISE Leadership of SIOP Process Plant Capacity

CAPACITY REQUIREMENTS Purchasing & Lean Optimization

MANAGEMENT TOOLS Manufacturing Customer Marketing and

Global Inventory and Leverage I.T. & Business Execution Strategy

Distribution Strategies Intelligence Systems Demand Planning, Pricing

Annual Operation Plan Development & Forecasting Analytics

Generation Strategy & Tactical Planning Product Lifecycle

Management

Oversight of Sales & ERP HR & Change Management

Systems

Revenue Generation

Strategies

Professional Experience

BUTTERBALL LLC - RALEIGH, NC 2004-PRESENT

Director of Demand Planning, Sales Operations, and Supply Planning

Oversee sales forecasting, sales, inventory and operations planning (SIOP)

activities for this $1.4B value-added poultry processor

Provides overall direction for the Supply Planning and Sales Forecasting by

analyzing business objectives and Customer promotional commitment process,

developing, and implementing business strategies, plans, and practices,

analyzing costs and balance of sales forecasts and incorporating them into

rolling annual business plans, act as a catalyst for change in changing

the way the firm does business by identifying and leveraging improvement

opportunities, and promoting a account-based focused environment. Initiated

the Sales, Inventory, Operations, and Planning (SIOP) with Butterball's

operations. Lead the evolution of the AS400 conversion to SAP/R3 food and

beverage solution for demand planning, implemented IRM's Sales Discovery

System for sales, and re-launched the Logility Voyager System for Demand

Planning to drive supply planning and warehouse freight optimization

strategy. Founder of the demand planning, supply, and capacity management

dashboard tools. Integrated sales management into the process by authoring

reports, analyzing syndicated data and developing integrated route-to-

market conversion application for new distribution. Manage market and

customer research processes, model new distribution networks, monitor

promotional activities, and generated return on sales reports to support

portfolio realignment optimization planning strategies. Perform marketing

category management for key accounts and lead the conversion to account

based planning. Lead over 300 projects per year to drive innovation into

the Sales, and Supply chain organization. Manage team comprised of MIS,

demand planning, supply planning, customer, trade management, and

administrative staff. Key Achievements:

> Key management leader in acquisition, divestitures, portfolio

management, and distribution consolidation strategic activities.

Closed I-3PL DC with zero service failures and 100% availability.

Closure improved forecast accuracy by 10% by realignment of demand and

shipping lane sailing schedule. Saved firm $1.3M in freight, distress,

and premiums, shrink, and reduced inventory by $6.7M. OFR-TIFF 99.69%.

> Developed and implemented firms DC Age-Matching-ATP system and process

to perform time phased age matching with customer sold-to and ship-

to customer required business dates requirements (BDR) to drive down

age out distress by $7.8M annually.

> Development and Implementation of innovative new tools to optimize the

firms demand chain activities including: Forecast Diagnostic, Bias

Manager, Seasonal Index Pivot Chart, Volume Index Pivot Chart, Demand

Planning Key Manager, Distribution Realignment Tool, Sales Channel

Realignment Tool, Lost Distribution Change Management Tool, Sales and

Marketing Customer Order Analyzer, Product Change Management,

Consensus Loader for Mass Entry, B2B and B2C Collaborator, Forecast

Control key Model Management, Demand Planning Parameter Optimizer,

Sales Promotional Performance Monitor and Analysis, Period Consumed

Forecast (PAR), Multi-dimensional Forecast Accuracy Reporting Tool,

New Distribution automated key creation and exception reporting, Age-

Matching Inventory with Supply Planning, S&OP Reporting, Lag Forecast

Management, Buy/Make/Assemble to Order Forecast Adjustment Tool,

Consensus Reports, Sales Reporting, Profitability Reporting Tool,

Route-To-Market Tool New Distribution, etc

> Reduced distress/finished goods age-out issues by $1.2M by enhancing

forecasting process and feature management control process.

> Developer and overseer of the firms scorecard process for supply

chain, demand management, and warehouse tonnage planning.

> Development and implementation of the firms Enterprise Demand

Planning, Capacity Management, and Inventory Management control

systems. Crafted aggregated Planning, Sales, and Inventory (PSI)

automation to aggregate total firms line capacity against sales and

inventory days of supply target plans.

> Led both multivariate macro economics regression and micro trend

analysis forecasting.

> Overhauled the Logility Pyramid to create Account based demand

planning, and virtual distribution forecasting to enable what-if

scenario capacity planning and supply chain rebalancing optimization

strategies to achieve the lowest cost of market. Drove requirements

down to shipping lanes to segment the demand requirements for sourcing

50,000+ trucks loads per year.

> Managed both company owned and 3PL warehouse operations inventory

goals, turns, fill rates, shrink, and transfer fill rates goal setting

process.

> Developed the Annual Operating Plan for the Food Service SBU and

Retail Package Goods SBU for the last 2 years. Crafted channel based

average selling price, list selling price matrix to perpetually keep

plans realigned to current market value trends. Volume call was 98.4%

within rolling twelve month plan.

> Developed and implemented short range (0-3 months), mid range (12-24

months), and long range (24-60 months) planning, reporting, and change

management tools to enable manufacturing systems realignment.

> Leveraged demand planning systems to identify opportunistic freight

savings for promoted demand to save $365K per year.

> Led SAP forecasting and planning process to drive a return of $3M in

savings by synchronizing planning, inventory stock levels, and

distribution strategies with marketing and sales initiatives.

> Created and initiated a product rationalization/simplification

program to improve margin, reduce the cash conversion cycle and

improve inventory turnover for over 2500 finished goods SKU's.

> Overhauled Sales and marketing Sales Promotional Commitment and Change

of Business process to integrate into Sales and Operation's Planning

process as a Business Process Management Solution (BPM).

> Crafted the Sales Promotional Commitment Monitor and Scorecard

Reporting process to identify gaps in Sales and Marketing event

management activities and to drive accountability with Sales and

Brokers.

> Developed Sales, Marketing, and accounting analytics to improve

customer delivery and "time-to-market" goals.

> Aligned and simplifying "end-to-end" workflow processes and reducing

costs in the supply chain process

> Developed and leveraged an integrated, global IT environment to gain

efficiencies in the demand planning, sales planning, and supply chain

execution process.

> Lead the IT team to develop the advanced demand planning dashboard to

simply to technology application and reporting needs.

Olympus Partners (AHON) - Greenville, NC 2003-2004

Director of Supply Chain Systems & Plant Controller

Synchronized demand and production planning system for fast-growing $300M

private label manufacturer.

Served as Plant Controller establishing production standards and standard

operating procedures (SOPs) to align business processes. Lead team of 20

that includes Materials Manager, accounting staff, IT group, and users of

warehouse management system (WMS) tracking tool. Led development of all

period-ending reporting process to summarize direct negative labor

variances, floor waste, product giveaway, actual operating cost per line,

and standard cost per line comparisons. Developed and monitored key

performance indicators (KPIs) and scorecards to ensure alignment of

processes and SOPs. Key Achievements:

> Secured 50% incremental private label sales growth for calendar year

2005 after developing sales, planning, and inventory models to

showcase net available capacity of sales presentations.

> Successfully turned-around WMS and certification process to achieve

99.7% inventory accuracy.

> Ensured on-time commencement of start-up plant operations and reduced

materials down time 50% after re-implementing Datalogix Computer

Integrated Manufacturing for Process (CIMPRO) demand planning and

production planning process.

> Developed and managed efficiency program to achieve Mission World

Class status for equipment downtime management, staffing utilization,

and waste control.

> As a secondary role had oversight of plant operations and performed

the function of the plant controller and cost accountant. Developed

and lead the complex Negative Direct Labor Variance and Waste

Reduction Reporting process to drive improved operating efficiencies.

Consultant 2003

Sales, Marketing, Plant Operations, SCM Consultant

Developed complex sales and marketing innovation tools for to augment CRM

systems. Provided consulting services in Plant, Operations, and Supply

Chain Management functions. Key Achievements:

> Managed the Speed to Market trade objectives to scorecard customers

and geography IRI ACV Distribution goal attainment.

> Formulated sub-line objectives of similar products to draw upon

assumptions for new product launches.

> Developed Sales and syndicated data based (IRI) ACV hurdles rates to

trigger product refresh and exit strategies for dying items.

> Implemented web based "New Distribution" tracking process of new

product acceptance with sales and brokers.

> Lead the Checkpoint process with logistics, sales, and marketing to

insure speed to market and shelf hurdles are tied to logistics

inventory pressure.

> Crafted the complex Event Tracking process to focus in on incremental

sales building programs such as Scan Down programs are being used to

insure proper Customer Investment Program (P&L) funding alignment.

> Administered the tracking of 4, 12, 52 week IRI market share data and

participated in Ambush Marketing.

> Guided the process to scorecard sales with change in share with

Company, Competition, and Category goals.

> Developed Sales route to market study to drive $6 MM new product

launch for confections line.

> Developed marketing strategies and customer plans to turnaround

various CPG business channels.

> Developed customer based analytics drive ensure profit enhancing

opportunities. Measured Weekly All Category Volume changes to drive

product substitution's to maintain shelf space with KMA, and RMA

accounts.

> Reduced past due sales amount $450K by re-engineering demand planning,

capacity planning, and production planning functions.

> Identified $500M in cost savings and expense reduction opportunities

after designing key supply chain "enabler" hot list for business

overhaul.

> Improved organizational reporting process by leading conversion from

manual production to bar code driven reporting system.

> Increased press utilization from 40% to 75% by initiating program to

map dies to press combinations for primary and alternate routing

operations.

> Overhauled expediting process used by Customer Service Representatives

and implemented queuing logic to create CSR production vision tools

and realign Available-to-Promise ATP logic.

> Achieved $175K annual raw materials savings after documenting lead-

time pictorial logic and reporting to realign lead times and create

manufacturing resource planning (MRP) process area dating and

sequencing logic.

James Hardie - Fontana, CA 2001-2002

Director of Sales Planning and Logistics

Managed finished goods demand planning, deployment planning, and family-

level SOP processes for eight plants.

Oversaw staff of six direct and 10 indirect reports. Managed P&L for $40M

transportation operation. Developed e-carrier assignment, e-dispatching, e-

freight tendering, and reverse auction process; implemented Customer

Resource Management (CRM) system. Aligned service level agreements (SLAs)

with demand / shipment requirements. Developed logistics and freight

management policies for eight distribution locations; directed core carrier

program. Established master schedules at six plants based upon optimum run

quantities for intermediate production items and set finishing schedules

with modular bills of materials. Key Achievements:

> Generated $50M and expanded capacity 10% by leading data conversion of

Cemplank plants into new ERP system within just four weeks.

> Improved forecasting 28% after re-implementing demand solutions

forecasting and sales operations process to leverage legacy-

manufacturing systems.

> Reduced inventory 50% ($20M) by implementing demand-pull systems and

controlling forecasting and sales.

> Produced $4M in annual savings by employing vendor managed inventory

strategies, developing the personal relations to drive collaboration

planning forecasting and replenishment strategies, establishing

consignment programs, and direct distribution processes with select

Big Box accounts.

Stanley Works - East Greenwich, RI 2000-2001

Planning, Sales, & Inventory Director

Oversaw procurement, planning, logistics, forecasting, and other essential

functions within firm's Pneumatic Tools & Fastener Division.

Established global plans to guide finished goods procurement, demand, and

materials allocation. Led strategic supply chain IT projects to improve

distribution, demand planning, customer service, and material costing

practices. Reviewed sales, backlogs, logistics data, forecasts, and

distribution requirements planning. Developed KPI metrics, score-carding

process, and IT plans for multiple facilities. Managed S&OP process.

Administered $23M transportation P&L for eight distribution centers and

van, rail, and ocean (CDC). Created checkpoint process to help guide new

product launches and initiated sub-line global sales volume hurdles by

market segment. Set-up Vendor Managed Inventory (VMI) and virtual

warehouses to service top customers. Key Achievements:

> Resolved $5M inventory imbalance within six months and increased fill

rates over 50%.

> Managed $350M procurement spend with China, Poland, Italy, Belgium,

Israel, Australia, Canada, and Mexico.

> Reduced receipt variances $3M per month by securing CPFR agreements.

> Managed $23 MM Transportation P&L for 8 Distribution Centers and CDC

at Stanley.

Kraft Foods - Nabisco Foods - Parsippany, NJ & Westchester, NY 1990-

2000

Senior Manager of Product Supply, Integrated Logistics & Customer

Marketing, 1999-2000 ? Division Materials & Purchasing Manager, 1997-1999,

Purchasing Manager, Snack Division, 1995-1997 ? Inventory Control and

Plant Maintenance Manager, 1990-1995

Advanced into role directing demand planning, purchasing, marketing, and

all inbound and outbound logistical aspects of Lifesavers products from

launch to liquidation for $32B food product manufacturer.

Managed and resolved fulfillment issues with third party logistics partners

and warehouses to accommodate direct store delivery strategies and full

truckload distribution. Implemented and enhanced KPIs and score card

metrics for category logistics, materials management, deployment planning,

and forecasting support staff. Chaired S&OP planning sessions attended by

marketing and finance staff. Key Achievements:

> Saved $10M annually by developing effective purchasing strategies with

film suppliers.

> Achieved 100% on-time delivery of new product launches and 97% fill

rate of core product KPIs.

> Managed $750M spend on primary packaging for beverage, confection, and

snack businesses. Managed inbound supply logistics and planning.

Smith Industries, Aerospace Manufacturer - Florham Park, NJ 1983-1990

Supply Planning Manager

Managed production planning, shop-floor control, testing, and inventory

control for this high tech electro-mechanical manufacturer. Managed a

supply chain team of 45.

Education & Credentials

MASTER OF BUSINESS ADMINISTRATION ( UNIVERSITY OF PHOENIX, PHOENIX, AZ -

GPA 3.869/4.0

Bachelor of Science in Business Operations ( Thomas Edison State College,

Trenton, NJ

Diploma, Computer Science Program ( Computer Processing Institute, Paramus,

NJ

Supplier Certification ( Clemson University, Clemson, SC

( Author White Papers and Presentations (

Organizational Leadership and Change Management, Leading and Sustaining

Change, Systems Thinking and Change Management Evaluation, Sales Survey for

New Distribution Tracking Proposal, Sales Survey for Event Participation

Allocation, Marketing Audit Chocolate Confections, Strategic Planning

Major Turkey Manufacturer, Strategy Formulation and Implementation -

Environmental Analysis, Sales Discovery Project Plan, Dry Roasted Nut

Supply Chain Process Paper, Market Structure and Cost Management - Building

Industry, Business Requirements Analysis Sales Portal Web Development,

Future State Technology Opportunities Sales, Marketing and Supply Chain,

Consensus Toolbox for Sales and Marketing, Demand Planning Relationship

Building, Broker Management Tool Set, Demand Planning Optimization, Best in

Class Planning, Sales, and Inventory Management Workbench, A Quick Start To

Sales Promotional Commitment Management Process, Automation of SKU

Rationalization Process, Marketing Event Participation Planning Tools for

Small Firms, and Forecast Accuracy Diagnostics Manager, Age-Matching

Available To Promise for Perishable Goods

Professional Development

? Organization Development and Change Management

? Project Management Six Sigma ? 5S & Lean Manufacturing

AC Nielsen & IRI Syndicated Data ? Change & Transition Management

? Covey Principles ? Zenger Miller ? Employee Career Path Development

Oliver Wight APICS Training Program

MAJOR ACHIEVEMENTS ADDENDUM

Purchasing/Inventory

Developed Kraft's Decision Support Solution (DSS) for enterprise materials

management with Marcam Prism enable the firm to consolidate purchasing

specifications across multiple divisions, business segments, and suppliers

as a means to consolidate purchasing supplier base and leverage lowest cost

of market (LCM) strategy.

Crafted lead time pictorial logic and reporting to realign lead times to

create valid MRP process area dating and sequencing logic. Lead-time

reduced raw materials savings of $175K per year in safety stock..

* Reduced receipt variances $3 million per month by securing CPFR

agreements to improve delivery mix.

Resolved a $5 million inventory import purchase imbalance within six months

and increased fill rates by over 50%.

Developed plant operations "Gold Standard" for raw, pack, wip purchasing to

optimize lean Kanban sizes.

Developed and implemented Vendor Managed Inventory (VMI) program for

fasteners and MRO supplies.

Saved the company $ 1 million annually by developing purchasing strategies

with film and paperboard suppliers by going to a single level pricing

strategy.

Developed critical strategic plans for raw, wip, and finished goods to meet

productivity targets of 7.5% per year.

Increased inventory turns from 12 to 20 inventory turns per year.

Reduced $4 million in slow-moving/pre-paid inventory and $2 million in

packaging.

Saved $300,000 per year by reducing film-aging write-offs for non-strategic

initiatives by 90%.

Recognized with Kraft ABCD award for devising and executing successful

strategies to run-out saving $4.3 million.

Reduced annual inventory of raw/pack materials by $2 million.

Implementing efficient Purchasing strategies and supplier value stream

mapping to realize $6 million savings.

Implemented major pricing change to increase revenue by $2 million.

Catapulted on-time delivery from 37% to 93% by providing customer with

service metrics.

Heightened inventory turns from three to 22 annually and lowered inventory

stock 75% by establishing lean manufacturing practices.

Honored with Presidential Award for producing $800,000 in savings of

packaging

Developed outsourcing program for custom fabricated components and

assembles to reduce maintenance cost by $ 650k per year.

Reduced unsaleables by $30 million per year for innovative packaging

solutions.

Lowered critical down time losses of more than $500,000 yearly IT

innovations

Distribution

Managed the distribution operations and task member of six sigma group to

reduce premium freight by $200K.

Generated an additional $50 million and expanded capacity 10% by leading

data conversion of Cemplank plants into new ERP system within four weeks.

Lowering inventory 50% ($20 million) through implementation of demand-pull

systems.

Produced $4 million in annual savings by employing VMI, CPFR, consignment

and direct distribution process with Big Box accounts.

Realized $1.6 million savings by moving manufacturing of exclusive item's

into primary demand markets.

Adjusting truckload specification's to reduce cost by $220K, reduced rail

freight by $680k.

Recognized for leading the improvement of fill rate and service level

expectations from 28% to 93% in 6 month time period including World Parts

Service of 100,000 SKU's.

Decreased false forecast driven demands 80% and eliminated $10 million of

false demand.

Closed three manufactured sites and 10 distribution sites to realign

business drivers and reduce National Safety Stock by $400K.

Achieved 100% on-time delivery of new product launches and a 95% fill rate

of core products.

Managed $40 MM Transportation P&L for 10 distribution sites at James Hardie

for flat bed carriers.

Managed $23 MM Transportation P&L for 8 Distribution Centers and CDC at

Stanley. (Van, Rail, Ocean)

Operational Strategy

Overhauled Customer Service Representative expedite process and implemented

queuing logic to create CSR production vision tools to realign Available-to-

Promise ATP logic and reduce back orders by $450K.

Credited with lowering SKU offerings 30% by rationalizing bottom 10% and

converting remaining to a common product offering. Collaborated with

marketing to determine timing and customer notification processes.

Overhauled CSL requirements to meet Big-Box customer's service level

agreements (SLA) to insulate business from service level failure and reduce

bill back charges of $250K.

Lead over 40 IT projects with manufacturing, operations, IT, and outside

consultant teams.

Implemented national fuel surcharge program to limit supplier cost gauging

saving $ $2 MM.

Initiated a program to map dies to press combinations for primary and

alternate routing operations to increase press utilization from 40% to 75%.

Drove 1st time dies acceptance to reduce press down time by 65% and reduced

number of operators by 15%.

Created the checkpoint process for new product launches and initiated sub-

line global sales volume hurdles by market segment to align forecasting and

production with 95% of consensus.

* Set Vendor Managed Inventory (VMI) programs to service top customers at

multiple organizations.

Realigned supply and demand goals to meet customer Service Level Agreement

(SLA) changes to reduce service failures bill backs by $250K.

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