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Manager Sales

Marietta, Georgia, United States
May 22, 2018

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Martin J. Wisse, CSCP

**** ******* **.**, ********, GA 30062 / 404-***-****

Qualifications Summary

Certified Supply Chain Professional with 20+ years’ experience in supply chain design and management. Proven success implementing and improving S&OP/IBP structures and supporting processes. Expertise in implementing demand and supply planning strategies to support lean enterprise systems balancing quality, service, and cost.

Key Competencies

Global Supply Chain Strategy

S&OP/IBP Process Improvement

Inventory Strategy/Modeling

Vendor Management

Multi-Site Asset Planning

Batch Production Planning

Demand Management

Forecasting/Demand Planning

Strategic Relationships

Project Management

Team Leadership

Lean Manufacturing

Professional Experience

Allnex Resins and Coatings, Atlanta, GA 2015-Present

Liquid Resins and Additives Senior Planning Manager, Americas Region

Role Defined:

Manage the demand planning, procurement, scheduling, and distribution processes for five manufacturing sites in North and South America. Responsible for maintaining high (>95%) service levels while keeping inventory levels at or below targets.

Conduct monthly S&OP meetings for Americas region to support business growth, working capital, and inventory targets. Recommend best use of available manufacturing capacities, identify risks, and provide upper management with options. Model cost to serve for new business opportunities.

Key Achievements:

Built inventory planning program which segments inventories by sales volume and margin contribution. Calculates target inventory levels by using service level goals, manufacturing frequency, and raw material lead times. Result: Has reduced finished goods inventories by $2 million in Q1 of 2018 and projects an additional savings of additional $4 million by end of 2018.

Managed sourcing optimization project in Americas after acquisition of Nuplex. Goal was to move high volume products to lower-cost manufacturing sites or vendors. Result: Reduced manufacturing costs by $7.5 million and freight/warehousing costs by $750,000 in 2017 without impact to service levels.

Converted all Allnex planning processes in Americas to SAP ERP system in 2016 and then did the same for Nuplex planning processes in 2017. Result: Both ERP conversions implemented on time and on budget. New service and inventory KPI’s developed and implemented resulting in service improvement of %5 (90% to 95%) and $11 million raw material inventory reduction in Americas between 2017 and present.

Zep Inc., Atlanta, GA 2014-2015

Senior Manager, Demand/Supply Planner

Role Defined:

Create demand and supply planning processes and for all five Zep business units. Responsible for scheduling four manufacturing facilities, and managing purchases for dozens of third-party vendors. Zep has a sales force of more than 700 individuals servicing thousands of customers for sales of more than $600 million annually.

S&OP process owner for five separate business units, selling more than 25,000 total items in North America.

Key Achievements:

Implemented use of Demand Solutions forecasting software for Zep. Result: Forecast accuracy has improved to more than 80% for A and B items within the company. Previously demand planning was not taking place.

Leading inventory reduction efforts for the top three business units. Result: Reduction of $10M of finished goods inventory and raw materials has been achieved over the last five months by lowering minimum order quantities, improving plant scheduling efficiencies, and SLOB inventory liquidation.

CP Kelco, Atlanta, GA 2008-2014

Global Supply Chain Manager, Biogums Division (2011-2014)

Role Defined:

Lead team of six U.S. and China based employees responsible for material and asset planning for global business segment with annual sales of $300M. Implemented continuous improvement initiatives over the past two years generating $6M in cost savings.

Coordinated S&OP forecast with available capacity to improve inventory performance, deliver reduced cost, improve quality, reduce waste and reduce cycle time for global food ingredients business.

Spearheaded efficiencies across three manufacturing plants in China, CA, and OK by constructing capacity models, removing supply constraints, and streamlining 3PL and transportation planning.

Key Achievements:

Trained and developed team to monitor trends in assets, inventory mix, volume and non-profitable business. Result: Reduced $1.7M of WIP/work in progress inventory and reduced transportation spend.

Reduced cycle times and improved scheduling processes. Result: Eliminated $5.5M of backorders in hydrocolloid business segment in less than 4 months while improving inventory turns from 2.6 to 5.1.

Established new inventory caps and reorder points to meet working capital goals. Result: Reduced finished goods inventory by $1.25M and maintained 98% on-time customer service levels.

Plant constraints were not measured. Developed metrics demonstrating “sub capacities”, blending, milling, boxing and bagging assets were inadequate. Result: Added and ranked capital projects which will generate $10M in savings over next three years.

Global Demand Planning Manager (2008-2011)

Role Defined:

Directed the S&OP vision, strategy, reporting, and capability roadmap to drive harmonization efforts of global supply chain planning for 75 salespeople in 30 countries with sales of $800 million annually. Managed two analysts.

Collaborated with the CEO and CFO to define, monitor and report on S&OP processes via key performance indicators - reporting base demand, sales goals and impact of new product development.

Key leader for transformational projects taking demand planning to best-in-class through lead time and inventory reduction, service improvement, capacity utilization and working capital reduction.

Key Achievements:

Sales forecasting process was inadequate. Redesigned forecasting process for 75 worldwide sales people. Implemented software solution that allowed entry of sales forecast 24 hours a day and provided more efficient asset planning. Result: Decreased monthly sales forecasting cycle time by 60%; increased forecast accuracy from 60% to 90%.

Drove process improvements to close gaps and ensure linkage with financial forecasting process and budgeting. Result: Increased capacity planning from 15 to 36 months, improving capital investment planning and establishing long term capacity planning as a core value.

Bumble Bee Foods, San Diego, CA 2007-2008

Supply Chain Manager

Role Defined:

Spearheaded the strategic roadmap for production, purchasing and deployment of products, process and system integration touch points for North America operations. Supervised four analysts.

Key Achievements:

Implemented comprehensive demand plan to reduce inventory levels and increase customer order fill rates during national FDA product recall. Improved sales forecast accuracy and established required minimum inventory levels. Result: Increased customer order fill rates from 88% to 99% in less than three months

Led the seamless transition of third-party warehouses including 375 active items and 1.3M cases; created a detailed transfer strategy and moved product families in stages. Result: Maintained customer order fill rate of 99%.

Georgia-Pacific Corporation, Atlanta, GA 1999-2006

Production Planning Manager, Dixie Plastics (2003-2006)

Role Defined:

Transformed Dixie Plastics division from a plant-based planning organization to a centrally planned operation. Modeled production machines and purchasing for six facilities achieving a more efficient, streamlined schedule of manufacturing assets. Automated the scheduled production in five facilities, managing inventory levels, capacity planning and S&OP reporting.

Led launch of new and improved products; coordinated the introduction of new vital supplies and the total consumption of old supplies and products. Utilized SAP and Manugistics software applications to execute all task orders.

Key Achievements:

Directed key aspects of the Sandusky, OH plant closure managing the relocation and restart of more than 30% of the company’s capacity. Developed production plan to move current assets into existing plants minimizing service and sales interruption during plant closure. Result: No missed sales for over 600 materials during the 6 month closure and relocation.

Project lead for the implementation of the Manugistics software tool for capacity planning and finite scheduling for more than 600 items made in six facilities. Result: Streamlined capacity utilization reporting, reducing planning time by 35%.

Senior Production Planner (1999-2003)

Role Defined:

Planned all consumer tissue and napkin assets in 5 mills including the distribution and management of finished goods. Created and executed production schedules of parent roll production and converter assets to drive efficiencies and cost savings.

Key Achievements:

Reduced consumer bath tissue inventory by 1M cases while maintain target fill rate of 98%.

Constructed a warehouse relief transfer process that directed goods into the warehouses using live demand data from SAP. Result: Generated cost savings of $1.5M by achieving a 30% reduction in consumer bath tissue out-of-pattern shipments and a 43% reduction on consumer napkin shipments.

Increased mill-direct shipments to customers by 7% by eliminating outside storage and handling charges on 4M cases. Result: Generated annual savings of $1.2M.

Education/Certifications/Technical Proficiencies


Bachelor of Political Science, Mathematics Minor - Emory University

Lean Manufacturing Certification – 2015


CPIM - 2000

Six Sigma Green Belt

SAP 7.4 • ERP 7.4 • SCM 7.4 • R/3 • ECC • APO •BW/BI/SAP Business Objects • Steelwedge EEP/SOFE 5.5

Manugistics 5.6 • Schedule X • Numetrix (JD Edwards) • Microsoft Office Suite • Access

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