Supply Chain Customer Service

Belinda Salsburey, CPIM, CPSM

**** *********** **. ********, **** 43229 M 614-***-**** **********@*****.***

Leader ■ Innovator ■ Problem Solver

Accomplished Supply Chain professional

Areas of Expertise

with global expertise in Supplier

Process Change Supply Chain Performance, Inventory and Operations.

Resourceful problem solver leading teams

Strategy

Management Leadership

Employee through change, process and performance

Leadership S&OP

Development improvement. Solid, successful experience

Operations

Inventory Global in planning, implementing and executing

Management

Optimization Procurement strategies resulting in greater customer

Strategic confidence and strengthened business

Mentorship

Negotiations

Sourcing results.

Experience & Contributions

Sarnova, Inc., Dublin, Ohio (Dec. 2013 – Dec. 2014)

Director, Supply Chain

Direct Reports: 3 Indirect Reports: 17 Budget: $1.3M Annual Spend: $372M

Develop strategic operating plans to support current forecasted business and projected growth. Coordination with Sales,

Marketing and Distribution plans that respond to current and expanding m arkets. Direct and implement supply chain

initiatives within business units, focusing on optimization of inventory in multiple warehouses while ensuring high levels of

customer service. Development and transformation of purchasing practices and supplier performance management.

Developed and implemented Bid Onboarding process ensuring customer needs documented and understood;

inventory plan executed and communicated. Resulted in improved fill rate of 9 4.2%.

Modified stocking strategies, forecast settings and buying processes resulting in fill rate improvement from 89.4%

to 95.2%. Tri-Anim business at record low inventory (17.9M) while record high service levels (96.3%)

Initiated freight cost audit revealing $632K in freight payments to Suppliers, representing 13% of all inbound freight

identifying estimated savings opportunity of over $250K. Project currently underway to improve payment process

and move suppliers to preferred carriers and terms.

Developed and implemented supplier performance scorecard and metrics as well as supplier forecasting process

and review, reducing shortages and improving on time delivery.

Led Operations response to Ebola crises, developing daily reporting, communication and sup ply strategy.

Emerson Electric Co., Columbus, Ohio (Feb. 1998 – Dec. 2013)

Director of Demand Driven Supply Chain, Emerson Network Power (April 2012 – Dec. 2013)

Direct and implement global demand driven supply chain initiatives within business units, driving transformational

change focusing on value chain optimization through deep dive initiatives and cross functional collaboration. Analyze

and create customer and product segmentation recommendations. Engage workforce to build a culture of continual

improvement. Provide leadership and training to business units in North America, Latin America, Europe and China.

Led Global S&OP for Asia Pacific, Europe, Latin Am erica and North America, driving toward improved delivery

performance, production planning and reduced inventory across Network Power.

Initiated DDSC projects, impacting $372M in revenue within first three months. Initial project resulted in inventory

reduction of $400K and customer on-time delivery improvement to 94%.

Implemented inventory stratification and delivery frequency training used across Emerson internationally.

Selected as Supply Chain track lead for Oracle implementation, “NextAge” busines s transformation project.

Belinda Salsburey Page 2

Director, Supply Chain Strategy, Liebert Corporation (2009 –2012)

Direct Reports: 7 Indirect Reports: 53 Budget: $3.6M Annual Spend: $492M

Led strategic sourcing of materials and service for North American based precision power and cooling manufacturer.

Drove activities and implement strategies that minimized cost increases and mitigated supply chain risks. Developed

supply base that improved performance, taking advantage of supply chain capabilities and technologies.

Increased speed of savings implementation through improved bid process.

Hired and developed support staff in Manila, off shoring analytical and programming, resulting in expanded

services and improved performance.

Expanded supplier risk identification practices, implementing risk mitigation sourcing strategies.

Led first Complexity Review for Liebert, an Emerson initiative that incorporated cross -functional collaboration at

executive level, reducing business complexity. Led formal review presented to Emerson COO. Commended for

results which identified multiple initiatives and >$10M in cost improvements.

Manager, Supply Chain Strategy, Liebert Corporation (2006–2009)

Direct Reports: 8 Indirect Reports: 4 Controllable Budget: $1.5M Annual Spend: $389M

Tasked with strengthening and developing weakened supplier management group whose team was unfocused, depleted

and underperforming. Identified key customer and business requirements. Developed training program, improved tools

and systems utilized. Provided short and long term strategies, goals/metrics wit h accompanying implementation plans.

Increased supplier on-time delivery from 74% to 93%.

Cultivated associates resulting in promotions for four of five people hired during this time.

Enhanced supplier training and performance through the development of supplier tool-kit.

Improved materials flow and reduced bull-whip by expanded use of Supplier VMI.

Materials Manager, Liebert Corporation (2002–2006)

Direct Reports: 5 Indirect Reports: 63 Controllable Budget: $4.7M Inventory: $12.2M

Management of Materials Department including material acquisition, inventory levels, production planning, shipping,

receiving and inventory control functions for Liebert’s largest production facility. Provided inventory management for 8

factory direct offices.

Reduced excess & obsolete inventory by >$3M. Development of a web -based workflow program and data

repository. Pioneered use of program cross-functionally and engaged multiple disciplines to ensure success.

Increased inventory turns from 6.27 in 2001 to 14.46 in 2005.

Led improvements to customer service on-time delivery to promise date from 76.5% in 2002 to 92%.

Upgraded internal system to use in kanban scanning, auto creation of purchase orders and perform material

movement transactions, reducing indirect labor while increasing inventory accuracy and performance.

Materials Planning Manager, Liebert Corporation (2000–2002)

Direct Reports: 6 Controllable Budget: $486K Inventory: $20.4M

Directed and supervised daily operations of Materials Acquisition team whose main responsibility was the procurement of

direct materials, indirect materials and services to support the dail y operation of the Columbus production plant as well as

Factory Direct offices located throughout the US.

Established purchasing policy and best practices, resulting in consistency and adherence to contractual

agreements, business objectives and SOX guidelines.

Reduced purchased part shortages 31% through improved planning methodologies.

Increased utilization of planning bills, auto-release orders, and ABC strategies, providing increased flexibility and

ability to quickly react to changing customer requirements.

Shaped creative, quality and results-driven work ethic reviving team spirit and drive.

Belinda Salsburey Page 3

Supplier Manager / Senior Supplier Manager, Liebert Corporation (1998 - 2000)

Supplier performance management related to on-time delivery, quality, lead time and adherence to contractual

requirements. Led supplier projects, including on-boarding, transitions and new product development activities.

Improved supplier delivery performance from 72% to 91%; responsible for suppliers with highest complexity, spend

and business impact.

Selected to provide training to Supplier Managers in other facilities, taught problem resolution and project

management.

Developed and built supplier relationships that reduced risk, maximized procurement strategies and minimized

total cost of ownership.

Other Relevant Experience:

Adjunct Faculty, Franklin University (Current) – Operations & Supply Chain Management

Purchasing & Operations Manager, Grossman Industries – Distributor of MRO goods, light manufacturing

Operations & Purchasing Manager, Madison’s, Inc. – W omen’s Retail Clothing

Education & Certifications

Masters, Business Administration – Franklin University, Columbus, Ohio

Bachelor of Science, Process Management - Franklin University, Columbus, Ohio

Emerson Training:

Leadership Process, Motivating Change Train-the-Trainer

Emerson Lean Manufacturing / Lean Sponsor

Liebert Executive Six Sigma Green Belt

Emerson S&OP Train the Trainer

CPSM (Certified Professional in Supply Management) – Institute of Supply Management

CPIM (Certified Production & Inventory Manager) – APICS

Professional Affiliations

ISM – Institute of Supply Management

APICS – Association of Operations Management

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