Stuart D. Schotte

**** ****** **** ** *******, NC 28613 423-***-**** ac8zew@r.postjobfree.com

OPERATIONS MANAGEMENT SUPPLY CHAIN MANAGEMENT BUSINESS TURNAROUND & OPTIMIZATION

Senior executive with P&L responsibility and 20+ years of solid experience in supply chain optimization, operations improvement and ERP development. Experience encompasses supply chain, SIOP, operations, strategic planning, team development, lean implementations, business process optimization, product reengineering, planning and analysis, systems development, optimization and implementation.

Demonstrated skills in areas from new product development to process improvement, turnaround management and business development for diverse organizations. Proven change agent, developing high performing teams, setting strategy and tactics, achieving lean implementations, significantly enhancing operational metrics, reducing DSO 50%, cycle times 25% and inventories 50%, doubling sales into “Big Box” channel and improving margins 15% in minimal timeframes.

Diverse industry operations and financial management experience. Highly regarded by business partners and executive teams as a key advisor and creative problem solver with strong strategic and tactical operations capabilities. Skilled leader and astute process and business analyst with background in manufacturing operations, supply chain, systems and finance with leadership experience in all areas of operations.

Strong negotiator and relationship builder with ability to guide executive teams through complex negotiations, secure favorable terms, cultivate strategic partnerships and secure win-win outcomes.

Core Competencies

Global Business Development

Lean Implementations

International Supply Chain Management

Business Process Rationalization

New Product Development

Strategic & Tactical Planning

Operations Management

Sales & Operation Planning

Staff Development

Turnaround Management

Continuous Improvement

Mergers & Acquisitions

Process Mapping & Reengineering

Logistics

Customer Relationship Management

Modeling & Analytics

Project Management

Professional Experience

Stuart Schotte, Consultant, Hickory, NC 2017 to Present. Sole proprietor consultancy services company providing a broad array of operational and system consulting services to clients encompassing turnaround management from triage to implementation, project management, and operational/process improvements. Selected achievements:

Stabilized Oracle ERP implementation for $100 million company, starting with rapid fixes to implementation issues, reporting, metrics and utilization, resulting in stabilizing plant operations, shipping, customer service, purchasing and phase 2 implementation planning post go-live. System implementation had been developed and implemented in six-month timeframe leading to significant issues which required rapid prioritization and deployment to stabilize.

Planned and implemented 320k sf warehouse relocation including layout, system, equipment, manpower and logistics required to facilitate in a cost-effective manner.

Provided review of inventory management system for client outlining causes and issues associated with unlinked tracking systems resulting in unexplained and unfavorable variances exceeding $1 million per year. Determined root cause issues and created transactional improvements resulting in corrected costing process and reduction of variances by over 90%.

Developed 2017 – 2018 IT and process improvement blueprint for $300mm client including update of fundamental system and process changes, APICS training rollout, RF implementation, master data review and cleansing, and preparations to support greater system upgrades and training in late 2018 as part of rollout to upgraded MRP system.

Created customized views within MRP system to support greater visibility of raw material flow through the supply chain, resulting in 80% elimination of pack line shutdowns.

Created roadmap for longer-term metric system to enable production simulation, shortage sheets covering normal lead times and inventory optimization through the identification of substitution opportunities, monitoring of E&O and aggressive reverse logistics programs for disposal of E&O.

Kohler Co., Kohler, WI 2011 to 2017. Privately held conglomerate with holdings in kitchen and bath fixtures, engines, generators, furniture and resorts.

Director – Supply Chain, Kohler Interiors Furniture - 2013 to 2017. Senior Supply Chain executive in Division. Directed all facets of Global Supply Chain Management to optimize operations, maximize ROI and reduce TCO. Focused on driving S&OP, building Purchasing team, moving Customer Service toward center of excellence, developing production planning, fleet optimization and development of KPI’s to manage productivity. Selected achievements:

Successful improvement in LOTIF (Line on Time Item Fill) from 79% to 95% in 9 months. From triage to current state required systemic evaluation of issues, rapid solution implementation as well as strategic planning to sustain levels. Projects included: radically changing logic in open order reporting, complete rebuild of procurement team, development of operational KPI’s to effectively manage schedule adherence, development of S&OP processes and development of effective interdepartmental feedback processes.

Restored Fleet Operations profitability. Complete process redesign, thorough financial review resulting in complete elimination of $1.2mm (20%) operating loss in fleet operations through route review, enhancement of backhaul operations, repairing systems errors in billing and increasing customer participation through negotiations.

Successfully revamped Customer Service function. Process included improving call coverage by 33%, developing improved decision tree process for providing customer answers, development of automated open order reporting and stock reporting and enhanced customer claims processing.

Developed inbound inspection process. Process resulted in a 25% reduction in customer warranty claims, significant improvement in inbound product quality, reduction in rework team of 33% and a system of vendor chargebacks to cover the cost of the rework team.

Successful integration of sister company operations into North Carolina Operations. Process included moving San Francisco operations to North Carolina plants for efficiency gains, leading systems integrations and consolidation of all supply chain operations, decreasing total headcount.

Business Systems Implementation Champion for Organization. Role included leading cross-functional teams for SAP system implementations, system improvements and optimizations across all functions as well as final determination of “go/no go” decisions.

Business Solutions Manger – 2011 to 2013. Interface between multiple business units and corporate IT, driving alignment of IT projects with business objectives to drive maximized ROIC. Focus on leveraging of the SAP Enterprise software suite and related products. Selected achievements:

Successful integration of subsidiary systems teams. Negotiated and merged subsidiary IT team into corporate IT to drive improved integration of subsidiary into Corporate IT objectives, 10% reduction of costs and increased team engagement.

Facilitated multiple implementations of supply chain optimization modules. Developed business cases, identified solutions and oversaw implementation of solutions for improved business processes. Modules included DP, SmartOps and Every Angle. Continual evaluation of system enhancements and solutions drove focus on optimized investment of IT dollars to achieve long-term strategic objectives.

Stuart Schotte, Consultant, Morristown, TN 2006 to 2011 Sole proprietor consultancy services company providing finance and operations assistance.

Owner. Consultant providing turnaround assistance, project management, analytics, planning, negotiation across diverse customer base including the largest sugar refiner and marketer in the US, capital equipment manufacturer and small-scale personal body care manufacturer. Selected achievements:

Project Management for installation of Commodity Management software implementation. Led implementation of international commodity management software spanning over $2.5 billion in annual spend across six operating companies to provide comprehensive trading solution which also provided for accounting and risk management.

Developed process to reduce DSO over 50% and significant improvement to cash flow in six weeks. Improved collections, developed feedback loop for production improvements, resulting in reduced volume of contested charges, increased customer satisfaction, evaluation and elimination of underperforming lines and a 20% increase in repeat customer buy.

Achieved 95% cost reduction on key component through development of alternative vendor. Component was previously purchased by what was thought to be the only vendor capable of development. Partnered with Engineering and Operations to qualify alternative vendor and test products resulted in key competitive advantage in High Voltage Jet boiler manufacturing and 200% improvement in replacement sales margins.

Reduced inventories 25% through VMI program implementation and establishing an E&O analysis program and a plan for utilization or disposal.

Improved plant throughput by 100% by creating and managing the interdepartmental sales and operations planning meeting, bringing Sales, Engineering, Purchasing and Manufacturing together to optimize sales mix and capacity utilization and through plant floor optimization by developing production planning based on demand and capacities.

Managed new product development, production planning, sourcing and operations for diversified personal care products line. Developed product formulas, sourced all materials, planned and ran production of small-scale operations.

Doubled revenues and dramatically improved margins through development of strategic growth plan, negotiations with vendors, new product development and business development efforts.

Berkline/Benchcraft, Inc, Morristown, TN 2005 to 2006. The eighth largest furniture manufacturer in the US, with peak sales of approximately $500 million. Manufacturer of motion upholstered products.

Senior VP of Logistics and Distribution. Managed staff of 200 employees to perform functions of Production Planning and Control, Forecasting, Warehousing, Domestic and International Shipping and captive trucking company. Selected achievements:

Reduced sku count 75% and investment in inventory 25% while improving in-stock position by 10% in four months through leading a comprehensive cross-functional review of inventories and production.

Improved traction with “Big Box” retailers resulting in a doubling of sales in five months and 75% improvement in on-time complete measurements through creation of a dedicated sales service function with account managers.

Reduced investment in E&O by $3 million and annual savings of approximately $.75 million through the development and installation of demand forecasting software and significant improvements in S&OP process. Time to savings shown was six months including development, installation and training.

Negotiated ocean freight contract saving $1.1 million annually.

Renegotiated power unit fleet lease to save $675k annually and replace two-year-old units with all new trucks.

O’Sullivan Industries Holdings, Inc., Lamar, MO 1998 to 2005. Ready-to-assemble furniture manufacturer, with peak sales of approximately $450 million.

Senior VP of Operations – 2003 to 2005. Managed staff and line employees in multi-plant operation to perform all Manufacturing, Engineering, Quality Control, Customer Service, Purchasing, Warehousing, Traffic, Forecasting and International Finished Goods Procurement functions. Selected achievements:

Reduced lot sizes 20%, with a 15% increase in productivity, 50% reduction in finished goods inventory and annual savings of approximately $1.3 million through lean manufacturing rollout in manufacturing facilities.

Introduced “Pack to Order” production line. Adopted lean processing for small lot runs, improving performance 10% on equipment.

Realigned plant operations to move small batch operations to offline resulting in a $.25 million annual savings.

Improved success of new product introductions by 25% through the development of a cross-functional new product development matrix.

Successfully handled all investor relations, BOD presentations, banking, SEC reporting, budgeting and managed IT while serving as acting CFO during 2004. Successfully established additional investors during a transitional period between CEOs.

VP Supply Chain Management – 1998 to 2003. Managed staff of 120 to perform functions of Production Planning, Customer Service and Account Management, Purchasing, Procurement, Traffic, Warehousing and International Finished Goods Procurement. Selected achievements:

Reduced raw materials inventories by $6 million over a four-month period through the aggressive review of inventory to identify opportunities for substitution, resale and disposal.

Developed import program, growing from zero to $30 million in a two-year period. Established vendor relationships in Asia including creation of plant improvement plans to service US accounts.

Reduced outbound transportation costs 6% through enhanced bidding of lanes, providing over $1 million annual savings.

Reduced raw material costs $5 million through formalized process for quoting purchased parts, reducing prices 5% to 50% by category bid.

Negotiated and structured forward contracting program with particleboard vendors, saving $1.75 million annually, while simultaneously improving in-stock percentages. Created strong supplier relationships, which assured a supply of particleboard when competitors were on allocation.

Developed plant rationalization plan resulting in $5 million annual savings.

Redesigned warehouse layout, increasing capacity 10% and improving throughput.

Redeployed manpower in warehouse resulting in 50% reduction of overtime and 25% increase in dollars shipped per man-hour through the creation of an additional shift program which put more employees in the warehouse during peak hours.

Eliminated one-week plant shutdown through creation of cycle counting policy which improved inventory accuracy from 20% to 99.9% resulting in $9 million of plant capacity and $200k of additional overhead absorption each year.

Fast Food Merchandisers, Inc., Rocky Mount, NC 1996 to 1998. $1 billion subsidiary of the Hardee’s Corp., logistics and restaurant supplier to chain restaurant systems. Director of Financial Analysis.

Stuart D. Schotte, CPA, Statesville, NC 1994 to 1996. Sole proprietor CPA service.

Savannah Foods & Industries, Inc., Savannah, GA 1990 to 1994. $1.2 billion sugar refiner and marketer. Corporate Controller.

Deloitte and Touche, Atlanta, GA. 1986 to 1990. A Big 5 public accounting firm. Senior Tax Consultant.

BSBA in Accounting, Appalachian State University, Additional 24 hours postgraduate.

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