Supply Chain Management

Glenn A. White

Phone: 215-***-**** Email: *********@***.***

SUMMARY OF QUALIFICATIONS

Process, operations and technology transformation leader skilled at analyzing situations and developing alternatives

Manage and deliver successful projects, develop solutions, and recruit, manage, and develop professional staff

Known for reducing company costs saving $100’s of millions and leading teams toward mutually beneficial solutions

Dynamic supply chain leader focused on process improvement and program and project management

Six Sigma certified

PROFESSIONAL TRANSFORMATION EXPERIENCE

Operations and Process Improvement Excellence 2014-2015 Managing Partner

Executed a business process improvement project for a manufacturer that lead to improved performance across multiple operations and processes and developed a change management plan

True North Solutions

Program Manager 2013-2014

Lead the coordination of multiple systems and processes for a client by organizing resources and the timing of projects

Directed the selection of a systems integrator to implement an SAP solution across several divisions and geographies with varied interfaces to other systems

SAP, Business Transformation Services Newtown Square, PA

Principal Consultant, Project and Integration Manager 2010-2013

Lead overall SAP project for a client that resulted in simplification of unwieldy test plans and improved management of resources, and coordinated daily reporting, project plans, change requests, and client and contract resources while maintaining executive alignment in a challenging environment. Project included Procure to Pay, Project Systems, FICO, Sales & Distribution, Materials Management, and Business Warehouse and Logistics Execution.

Lead multiple consultants in development of system requirements in supporting utility client’s understanding of SAP as they prepared to replace a myriad of mismatched solutions across many interfaces

Developed Solution Architecture strategy and plans for standardization of upgraded SAP Business Suite to address process and organizational issues and facilitated ERP harmonization across recent and future acquired businesses

Supported an oil and gas equipment manufacturer in improving ERP utilization by developing an understanding of the dynamics of business operations, visiting global facilities, and recommending enhanced sales and operations planning, demand management, and MRP

Recommended reductions of $100M in operations costs through consolidation of over 100 SAP and JDE instances to less than ten by considering single instance, regional, sector and other hybrid options

Provided enhanced analytics and improved service to customers of a major manufacturer

Assessed opportunities to find greater value for system utilization for an aerospace and defense manufacturer and made significant improvements through system modifications, user training, and integration with manufacturing solutions

Operations and Process Improvement Excellence 2007-2009

Managing Partner

Reduced costs by over $25M by identifying opportunities for a manufacturer to improve operations through the implementation of lean concepts

Integrated cross process supply chain issues by addressing planning, order to cash, procure to pay, and logistics processes and provided recommendations to facilitate the planned dramatic growth

Improved customer service process for a CPG manufacturer by recommending new technologies and procedures to provide better after-market service through the leveraging of SAP CRM applications

CSC Consulting Berwyn, PA

Partner, Supply Chain Leader 2002-2007

Lead implementation of technology solutions for a variety of manufacturers including SAP and related applications including product data management, content management, advance planning, and scheduling solutions

Lead the implementation of systems to improve operations in a clinical trial area for a Pharmaceutical Manufacturer, including Procure to Pay and Materials Management

Lead the implementation of solutions in the research operations of a pharmaceutical manufacturer

Analyzed and improved operations for manufacturers including procurement, demand planning, manufacturing, warehousing, and transportation for multiple organizations

Directed a supply chain operations assessment for a manufacturer in preparation for the launch of a new product and provided assurances that operations were ready to support the new volume

PRTM, Director Stamford, CT

Director 2000-2001

Identified $5M in annual savings by reducing cycle time, doubling available capacity, and reducing material waste and headcount to manage the process

Assessed strategic options, costs, risks, and benefits regarding the modification of a manufacturer’s product form

Analyzed strategic, organizational, and technological requirements and solutions for a start-up market exchange

PricewaterhouseCoopers Consulting Philadelphia, PA

Partner, Supply Chain Solutions 1986-2000

Generated benefits of over $50M by leading the reengineering of planning, execution, and support processes for a large global manufacturer which reduced cycle times, improved project tracking, and reduced non-value added activities

Reduced costs by over 40%, by implementing redesigned financial processes for a major manufacturer, streamlining processes, and providing more value-added output to customers

Increased effective capacity by 60-80% by focusing on lean manufacturing capabilities for multiple manufacturers to improve the reliability and flexibility of operations and increase output while eliminating a shift

Reengineered the global procurement process for a major manufacturer to methodically attack purchasing spend from a strategic and tactical level, and achieved radical improvements in process and costs

Assessed strategic options of a manufacturer with regard to building new facilities versus the utilization of reputable contract manufacturers

Defined procedures and guidelines for managing the outsourced manufacturing of a global firm’s products

Assessed savings opportunities by synchronizing the layout of operations aligned with improved quality methods and improved the reliability and flexibility of manufacturing operations

Achieved 20% capacity improvements while reducing costs, work-in-process, and finished goods inventory standards

BFGoodrich Chemical Group Independence, OH

Senior Financial Analyst

Strategic Business Planning; Distribution Projects Analysis and Recommendations; Production Planning/Inventory Control (4 promotions)

EDUCATION

Cleveland State University Cleveland, OH

Monte Ahuja College of Business Master of Business Administration

The Pennsylvania State University University Park, PA

The Smeal College of Business Bachelor of Science Business Logistics

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