Supply Chain Management
Resume:
DAVE ADAMS
*********@*****.***
TEMPE, AZ
PROFILE
INTEGRATED BUSINESS PLANNING MULTI-SITE SALES & OPERATIONS PLANNING (S&OP) PRODUCT LIFECYCLE MANAGEMENT DEMAND PLANNING SUPPLY CHAIN PROGRAM MANAGEMENT MANUFACTURING RESOURCE PLANNING (MRP) MASTER SCHEDULING & PRODUCTION PLANNING COLLABORATIVE PLANNING FORECASTING, AND REPLENISHMENT (CPFR) MATERIALS MANAGEMENT CONTRACT NEGOTIATIONS PROCUREMENT WAREHOUSE OPERATIONS MANAGEMENT 3RD PARTY LOGISTICS RELATIONSHIP MANAGEMENT STRATEGIC FINANCIAL PLANNING & ANALYSIS OPERATIONS START-UP P&L MANAGEMENT FINANCIAL BUDGETING & VARIANCE ANALYSIS ERP (SAP, ORACLE), AS400, MRP, WMS, & EDI
A practiced, pragmatic, and results oriented strategic and hands-on individual with extensive Global Supply Chain, Logistics, and Manufacturing Operations experience across diverse industries and organization types. Embraces change and employs a collaborative approach to achieve excellent operational and process improvement results. Demonstrated passion for and record of exceeding customer expectations.
PROFESSIONAL EXPERIENCE
DIRECTOR, SUPPLY CHAIN OPERATIONS
POM WONDERFUL – FRESNO, CA
6/2014 – 8/2015
POM Wonderful, part of the Wonderful Company (Fiji Water, Paramount Farms, Paramount Citrus, Landmark Wines, Justin Winery, and Teleflora) is the largest US grower, producer, and distributor of fresh pomegranates and refrigerated pomegranate juice in the North America.
Reporting to Vice President of Operations, with dotted line reporting responsibility to CEO, CFO, and VP Sales and Marketing, accountable for all global supply chain operations that include financial planning and analysis, resource planning, sales and operations planning (S&OP), inventory accounting and control, warehousing, transportation, 3PL service-provider management, and custom brokerage relationship management.
* Chief negotiator and deal closer for a three-year nationwide lead warehousing and transportation services provider (3PL) contract that provided significant business stability while decreasing overall warehousing and transportation spend by $555K (9%). Second round of designed and implemented transportation network improvements (three live cross-docks strategically placed across the US), reduced transportation spend an additional $1.1 million, a reduction of approximately 19%.
* Design, staff, implement, and manage new cross-enterprise $50M transportation department responsible for all domestic and international mixed mode (truck, intermodal, rail, and air) global warehousing and transportation. * Select, evaluate, and manage scheduling, purchasing, warehousing, and transportation for ten contract manufacturers; includes state and federal food safety and quality cGMP audits, and 21 CFR Parts 110 and 111 compliance.
* Reorganized supply chain department consisting of 6 managers and supervisors, 30 staff, and 275 non-exempt employees toward higher customer service and operating efficiency and productivity in the disciplines of corporate planning, scheduling, inventory management, logistics, contract/outsourced industrial manufacturing, owned warehousing management, freight brokerage, and tendering.
DIVISION MATERIALS MANAGER
HEXCEL CORPORATION – SALT LAKE CITY, UT
3/2012 – 9/2013
Global aerospace manufacturer of carbon fibers, composite structures, and components used in commercial aerospace, defense, wind turbine, and recreational industries. Hexcel is ISO 9001:2008, AS/EN9100, ISO14001 certified with 14 manufacturing sites around the world, sales of $1.6B, and 5,000 employees. Major company customers include Boeing, Airbus, Goodrich/Rohr, Bell, Sikorsky, Bombardier, and ATK.
Provided hands-on focused leadership, encouragement, and direction to a staff of 50 (7 direct, 43 indirect) professional, union, and hourly non-union employees responsible for RM, MRO and CapEx purchasing and procurement, supplier audits, manufacturing planning and scheduling, receiving and shipping warehouse operations, inbound and outbound logistics, and customer relationship management. Manufacturing environment is high mix, high volume, with 20,000 SKUs within the division and 100,000+ SKUs across the supply chain.
* Re-structured $260M/year 8-plant, supply chain planning and materials management organization, into a contemporary, demand-driven, and cross-functional strategic business planning structure. This new structure incorporated the design and roll-out of a new Sales and Operations Planning (S&OP) process that consisted of a 110 week planning horizon incorporating product demand, manufacturing supply, inventory, and finance components.
* Re-engineered a legacy push-based $180M/yr. purchasing department into a synchronized, integrated, professional procurement organization between Hexcel and key suppliers. This effort included negotiating and establishing a new 3rd party raw materials warehouse, establishing a Kanban-based just-in-time (JIT) pull system to improve material flow predictability, and established strategic scenario planning between Hexcel-and key raw material suppliers.
* Corrected long standing supply chain inefficiencies that included achieving a 14% manufacturing throughput increase with no additional CapEx or direct labor increases, reducing late shipments by 44% ($6.5M) to 1.0% of monthly sales, dropping total division inventory by 15% ($7M), accelerated inventory turnover by 10%, and growing gross margin by 700 basis points.
SUPPLY CHAIN OPERATIONS & FINANCE CONTROLLER
ABRAXIS BIOSCIENCE – PHOENIX, AZ
3/2008 – 1/2012
Venture capitalist owned and funded start-up pharmaceutical, biologic, and biotechnology manufacturer of nanoparticle-based chemotherapeutic products sold in 2011 to Celgene for $2.9B.
For new manufacturing start-up, designed, deployed, and operated a vertically integrated end-to-end supply chain that included creating a S&OP process, master production schedule, and factory floor execution strategies for what eventually became a $550M/yr. 4-plant, 2-warehouse operating division. Identified and validated new raw material suppliers. Negotiated common carrier logistics transportation terms. Managed and lead 30 non-union, hourly, and professional employees responsible for planning, purchasing, warehousing, logistics, customer relationship management, and all division finance and cost accounting processes. Implemented and then operated SAP (FICO, MM), and coordinated SAP operations conversion to Oracle as part of the sale of Abraxis to Celgene. Directed and supervised all finance, accounting, planning, and budgeting activities for manufacturing division.
* Analyzed and reported to executive and senior management quarterly financial P&L and operating KPI (key performance indicator) results with metrics that included resource capacity utilization, supplier performance, customer satisfaction, and operating and finance variance analysis (gross margin, net income, cash flow).
* Presented to corporate executive and division management written analysis and verbal commentary summarizing both finance and supply chain reliability, responsiveness, flexibility, cost, and profitability. Developed and implemented cross-functional action plans to address hybrid of finance, accounting, and supply chain objectives, tactics, standards, and practices.
MATERIALS & OPERATIONS DIRECTOR
THE FULLER COMPANIES, INC. – NEW HAVEN, CT
12/2006 –3/2008
Private $20M/yr. business selling and servicing petroleum fuel storage, delivery, and retail dispensing equipment created from the 2006 divestiture of the Connecticut operations from the Arizona parent company.
1.5-year management consulting assignment to analyze and create or re-engineer strategic and tactical planning, materials management, purchasing, warehouse, finance, and accounting operations for the newly formed company. Developed and deployed more efficient warehouse operating, inventory control, and cash management activities. Negotiated improved freight terms for the return-to-vendor (core return) process. Hired and trained new front office, administrative, materials management, and accounting staff.
GLOBAL SUPPLY CHAIN PROGRAM MANAGER
UPS (UNITED PARCEL SERVICE)
UPS SUPPLY CHAIN SOLUTIONS – SCOTTSDALE, AZ
6/2000 –12/2006
Lead subject matter expert assigned to design and deploy 3rd party, asset based (outsourced) supply chain programs for companies in the retail and wholesale (Wal-Mart, Royal Canin US, AND1, BCBG Max Azria Group), electronics (National Semiconductor, Sony, AT&T, Hitachi, Molex), automotive (Kawasaki and Detroit Diesel), and aerospace (UPS Airlines) market sectors. Supply chain environments were high mix, high volume, up to 350K+SKUs, and located across up to 12 global supply chain locations in China, Hong Kong, North America, Mexico, and Europe.
* Strategized with UPS supply chain executive and senior management future supply chain revenue and marketing goals; market segmentation strategies; logistics and transportation architectures; and IT and communication network topologies necessary to achieve executable customer-focused engineered supply chain go-to-market offerings.
* Designed and deployed multiple, three-to-five year, $50M to $250M, global supply chain programs that aligned to both UPS Supply Chain and outsourcing entity (UPS customer) operating metrics and strategic cost parameters. Approved supply chain CapEx expenditures up to $20M and wrote master supply chain contract terms, conditions, and operating assumptions.
* Directed and lead global supply chain deployment and implementation projects consisting of multi-regional, cross-cultural teams involving up to 110 members. Achieved 95% of project plan milestones and delivered 97% of all supply chain projects at or below implementation budget.
EDUCATION & CERTIFICATIONS
B.S. Accounting – Weber State University, Ogden, UT
Production & Inventory Management (Supply Chain), Professional Certificate
University of Phoenix, Phoenix, AZ
COMPUTER / TECHNICAL SKILLS
SAP (FI/CO, MM) IMPLEMENTATION AND OPERATION SUBJECT MATTER EXPERT (SME) ORACLE FINANCIALS 11I (USER) CAS ERP BPCS ERP EXE WMS (INFOR GLOBAL SOLUTIONS) CRYSTAL REPORTS PKMS WMS (MANHATTAN ASSOCIATES) MICROSOFT (EXCEL, WORD, OUTLOOK, POWERPOINT, VISIO)
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