Supply Chain Customer Service

MARK SHAW

: ** ***** *****, ******, ********** **614 : 323-***-**** : abnkyz@r.postjobfree.com

SENIOR DIRECTOR, GLOBAL SUPPLY CHAIN AND OPERATIONS

PROFILE OVERVIEW

Globally-skilled Supply Chain Strategist with more than 16 years of leadership experience in optimizing business

functions by identifying and implementing cost-efficient supply chain solutions in order to maximize productivity,

reduce operating costs, and empower global business connections. In -depth knowledge in realigning planning,

manufacturing and sourcing strategies combined with the ability to track and eliminate blind spots, s trengthen

supplier relations; improve contract negotiations; fortify the IT information systems infrastructure; set up world

class customer service and inventory management programs; deliver high performance reporting tools;

streamline logistics; enhance the distribution networks and increase operating income in intensely competitive

environments. A systematic leader and reliable mentor with a track record of success and directing key

operational projects from original concept to successful completion.

AREAS OF EXPERTISE

Supply Chain Production Planning Accomplished & Proven Leader

Customer-Focused, Value Chain (End-to-End Accountability) (Values-based) Leadership Style

Global Strategic Sourcing and Tactical Transportation Operations Team Performance Optimization

Contract Manufacturing, Business Development Skilled Teacher, Mentor Future Leaders

Establish KPI’s To Enhance Performance

International Manufacturing & Distribution Operations

Inventory Management, Setting up Distribution Centers Lead Change, Manage Risk, Adept at Critical Thinking

Multi-site Plant & Warehouse Operations Six Sigma and Lean Manufacturing, Packaging

Sales, Inventory, & Operations Planning (SIOP) P&L Management, Financial Analysis

Global 3PL Strategy and Assessment Order Management, Design Distribution Networks

Supply Chain IT (E-Business & Operation Suites) Architect Continuous Process Improvement and Compliance

ERP, WMS and TMS Implementations Results Driven, Quality Assurance

PROFESSIONAL EXPERIENCE

Herbalife International, Torrance, CA

Senior Director Global Supply Chain 2007-2009

Provided strategic direction and leadership that ensured operational reliability of five departments Tactical

Sourcing; Production Planning and Inventory Control (PPIC); Demand Management; Global Customer Supply

and Data Reporting Management for a $3.5B international company, with sales in 70 countries. Managed and

optimized a global total spend of $400M; oversaw 19 contract manufacturing facilities; accountable for global

inventory management (5,000+ sku’s, raw materials and packaging components). Established and led the

executive global S&OP process. Overall accountability for end-to-end delivery throughout the entire supply chain.

KEY ACCOMPLISHMENTS:

Championed, designed, negotiated terms and implemented a contract manufacturer’s scorecard with 13

KPI’s which covered safety, delivery, quality and cost. This implementation improved service levels,

quality, planning processes, negotiations to reach better pricing agreements and supported the contract

manufacturer looking to secure a long- term production contract.

Piloted a new concept and started up a Global Customer Supply Service group under the Supply Chain

Planning Department who were accountable for logistics; distribution; warehousing; inventory control;

obsolescence; managing change; product licensing and knowing customs regulations for all 70 countries.

This group excelled in delivering global customer service and contributed to the Supply Chain Planning

Department in reducing the critical planned sku’s by 89% in fy08.

Initiated and delivered a change to the company’s planning process and ERP architecture: created a new

Planning group called Production Planning and Inventory Control (PPIC) where the production planner is

now managing the operating cost of their assigned suppliers and manufacturing facilities. Held accountable

for all inventories dealing with raw materials, packaging, and finished goods along with the logistics

expense associated with delivery of goods. In addition, changed the planning methodology and set-up the

ERP system around the new planning process to where the PPIC group plans from the original source

instead of by region. Huge success in reducing stock outs, lowering inventory levels, improving the mode

and mix and this implementation greatly improved the communications to the supplier and to the end

customer in regards to changes or potential risks.

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MARK SHAW

: 38 Ibiza Aisle, Irvine, California 92614 : 323-***-**** : abnkyz@r.postjobfree.com

Designed and drove into operation a sophisticated planning tool that runs off the Oracle ASCP/ Workbench

& GL which gives the planner a view of their product lines on a global scale with a visibility to an 8 month

planning horizon. The goal was to reduce the U.S. based planned inventory by 10% by the end of fy 09.

At the end of the 1rst qtr in fy09, inventory has been reduced by 13% ($10M). (Was the chief architect over

a functional data warehouse design that supported the planning tool)

Initiated and facilitated over a weekly Global Strategic War Room meeting, (risk management) where all

the leaders from all operational departments were required to attend: Marketing; Sales; Logistics; R&D;

Global Licensing; Manufacturing and Supply Chain. The main goal for this team was to work together to

reduce the company’s risk and provide opportunities. In the first quarter of fy09 this Group has saved

$3.4M in product not having to be written off and ensured every new product launch met its due date.

Started up; moderated over and my Demand Management group ran a quarterly executive global Sales &

Operations Planning process (S&OP) that covered all 5000 sku’s. This process reported out on forecast

variances; risk and opportunities and projected the O/I against operating costs. In addition, the new

process incorporated C-level and SVP approval signoffs after each quarterly session, to ensure

Operations; Finance and Marketing departments were all in agreement.

Set up and developed a new department called Tactical Sourcing; who were accountable for ensuring

the supplier’s contracts were fair and maintained; the delivery of quality products; managed capacity

output with the projected spend to improve long term pricing; negotiated prices on raws, logistics,

packaging and inventory guidelines; supported strategic sourcing on setting up second source suppliers on

all products lines. The Department recovered $4.5 million from suppliers in its first 12 months.

Bobcat Company Bismarck, ND

Senior Business Unit Manager of Material Support Centers & PPIC 2004-2006

Led change, innovation and maximized the work performance of 4 senior managers and 100 indirect reports

while managing the over the departments Production Planning; Procurement ($700M); Inventory Management

(17,000 SKUs, 4 plants); Master Scheduling and Distribution of both raw and finished product lines of this

international company with net sales of $2.35B. Managed RFQ’s, strategically sourced and negotiated contracts

for 3PL’s and on WMS, TMS software modules. In addition, directed over 3PL's who provided (warehousing,

logistics, sub assembly) operations while overseeing 3 global manufacturing support centers (MSC’s) in North

America, Europe, and Asia.

KEY ACCOMPLISHMENTS:

Initiated and led change: created a shared service planning group called production planning and inventory

control (PPIC). Took the buyer/scheduler’s role that planned their product by specific manufacturing line and

changed it to where the PPIC planner now plans by their assigned supplier and or contract manufacturer

and is held accountable for all inventories dealing with the raw materials, packaging and finished goods and

all logistics costs associated with delivery. A very successful implementation that reduced both the raw

material inventory stored at the MSC’s and manufacturing line downtime, helped improved supplier

negotiations, decrease packaging costs and improved the product quality and service levels.

Designed, delivered and implemented material system control strategies to set up a Lean Materials

Organization, that supported the manufacturing and sales operation and contributed to one plant’s operation

increasing its O/I by 39% in fy05. In addition, set up a supplier compliance program and inventory control

process. Inventory accuracy went to 98% (absolute) from a non measureable variable in fy05.

Ensured timely and within budget completion of a new $11M; $200K-sq ft MSC project, which was

successfully set up as a lean warehouse, kitting, and sub assembly operation. In addition the MSC was able

to be set up as a merge in transit center that combined rail and carrier operations. ( In its first year of

operation the transportation spend was reduced by 4% off 100M spend)

Managed and secured agreements with 3PL service providers on safety, warehousing, inventory control,

distribution, and quality. Contacts were set up under a cost plus and KPI structure and required the service

provider to report savings captured on a quarterly basis.

Spearheaded a new receiving and inventory control process at the new MSC, which secure a savings of

$5M in the first 12 months of operation.

Oversaw and gave direction on a successful full cycle, Oracle ERP, BI Report Writer set up and W MS

(Provia) implementations.

Drove and spearheaded a new change: set up a new Engineering Change Notice program (including new

products launches) using new technology. This implementation reduced obsolescence and it increased the

continuity within the entire operations organization. Projected annual savings of $1 to $3 million a year.

(fy06)

Improved and enhanced the Tactical Souring group; to be accountable for supplier’s quality, capacity,

packaging, pricing and delivery of product.

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MARK SHAW

: 38 Ibiza Aisle, Irvine, California 92614 : 323-***-**** : abnkyz@r.postjobfree.com

Took the lead and delivered a new concept and directed over the implementation of a Kanban system on

multiple manufacturing platforms at the Bismarck plant. This implementation reduced the plant’s WIP

inventory by $3 million and reduced part shortages to the production lines by 95%, in fy05.

Wm. Wrigley Jr., Company- Independent Contractor under JMS Logistics, Inc. Chicago, IL

Senior Supply Chain Consultant and SAP Advisor 2003-2004

Hired as an independent consultant to make the company’s supply chain planning operations more efficient after

a SAP system implementation. In addition, to ensure the efficiency of 6 in-direct reports, while managing material

flow out of 4 plants, 4 DC's, and 2 co-packing operations with net sales of $3B. Determined and anticipated the

risks and opportunities on new product launches and facilitated process improvements in production planning,

inventory management and on a reverse logistics process. Conducted Six Sigma reporting that optimized

performance and enhanced the knowledge of the planners through SAP (BW and R3) training. W orked and

trained on the SAP modules (R3/APO/BW/TM/AR). W orked under a signed contract agreement.

KEY ACCOMPLISHMENTS:

Drove, developed and implemented a new inventory control process out of the SAP R3 module that

improved inventory integrity at the 3rd party distribution centers. This implementation generated $10M in

savings in fy 2003; improved sku fill rates by 6% (93% to 99%), and raised inventory accuracy (absolute)

from 85% to 99%. Inventory on finished product was reduced by 37% in 12 months ($60M to 38M)

Authored and delivered a new management report system for all the operations groups which significantly

improved the customer order fill rate levels to 98.5%.

Changed the planner’s role and the planning process to where a distribution scheduler who planned their

product lines by their assigned distribution center, to a supply chain production planner’s role, where the

planner plans and manages their assigned product lines by the manufacturing source. Aligned and

improved communications to ensure key stakeholders inside the operation were workin g together more

effectively at driving out cost and increasing quality and service to their customers . I pioneered a new

strategic operational meeting and implemented a new KPI Supply Chain Scorecard, for the departments of

PPIC; Customer Service; Manufacturing; IT; Sourcing and Transportation.

Heinz Pet Food Company Pittsburgh, PA

Senior Canned PPIC Supply Chain Manager 2000-2002

Handled $600M in P&L responsibility for the company with annual sales of $1B. Fine-tuned the production

planning and inventory control processes that saw reductions in operating costs and raw and finished inventories

while greatly improving the inventory mode and mix and the service fill rates. In addition, was able to trim down

transportation expenses and excessive production output while successfully reducing line downtime at 2

domestic plants. Succeeded in streamlining product flow out of 4 plants (2 intl.), 4 distribution centers, and 3 co -

packing operations. Implemented the use of the Ebpcs modules (MRP/IC), and the SAP modules (APO/PO).

KEY ACCOMPLISHMENTS:

Created an innovative production planning capacity tool designed for each plant and co-packing operation.

This tool enabled the senior management to make critical decisions in closing down three production

facilities, securing more than $100M worth of savings in fy02.

Negotiated and set up co-packing operations to produce and rework product in which the plant operations

were not set up to handle small production runs or able to package supersize value cases.

Implementation increased the plant’s production capacity and secured a savings of ($5M to $6M ) a year.

Facilitated growth and increased service fills rates to Heinz’s VMI customers (from 97.3 % to 99.6%).

Ensured the seamless design and implementation of a MRP/DRP tool in the Ebcps system along with using

a generic report writer that enabled the PPIC planners and production managers to improve their long-range

planning processes. This implementation improved the inventory mode and mix and the finished goods

inventory was reduced by $28M in fy01.

Set-up inventory and distribution programs with key accounts: Dollar General, Target, Wal-Mart, Kroger, and

Safeway stores; to increase service levels and improve quality and drive out excessive cost in the supply

chain.

PRIOR EXPERIENCE

Fleischmann’s Yeast St. Louis, MO

Inventory Control and Distribution Manager (1998-2000)

GE Capital Mortgage St. Louis, MO

Operations Manager (1997-1998)

Ralston Purina St. Louis, MO

Military Distribution: Project Manager / Consultant (1987-1996)

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MARK SHAW

: 38 Ibiza Aisle, Irvine, California 92614 : 323-***-**** : abnkyz@r.postjobfree.com

EDUCATION

(BS) BACHELOR OF SCIENCE IN BUSINESS ADMINISTRATION

The Ken Blanchard College of Business School at Grand Canyon University, Phoenix, AZ (Virtual Campus)

October 2006- Graduation April 2010 (Senior in College 8 classes remaining)

CERTIFICATIONS AND NATIONAL EXPOSURE

Green Belt (GE)

Trained and Certified in Champion Leadership (Bobcat)

Lean Manufacturing (Bobcat)

Supply Chain methodologies and implementations were featured in Inbound Logistics Supply Chain Magazine

(January 2006) and Wall Street Journal (April 2006)

Veteran (U.S. Air Force)

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