Supply Chain Sales
Resume:
Michael J. Kennamann
****************@*****.***
S&OP Expertise Demand Management Global Strategic Planning Dynamic Team Leadership Global S&OP Trainer Identify & Develop Business Opportunities Develop Performance Metrics End-User Needs Assessment Process Analysis & Optimization Streamlined Supply Chain Process Network Development /Optimization SAP Implementation Continuous Process Improvement
PROFESSIONAL EXPERIENCE
Caterpillar, Inc., Peoria, IL 8/97-Present
Business Unit Supply Chain Strategy and Performance Manager – 10/13 to present
●Manage an international team of 11 direct reports with an annual departmental budget of $2M+
●Responsible for the development and implementation of the worldwide end to end customer driven value chain strategy, for one of Caterpillar's strategic mining business units (revenue $5B+), which consist of 6 major product lines (large tractors, large wheel loader, articulated trucks, surface drills, rigid frame trucks and scrapers). Identified savings of over $100M across the entire value chain including, outbound and inbound logistics, supplier lead time reduction, changes to product design to support the customer’s availability requirements.
●Responsible for continuous improvement of the extended value streams for the business unit, to ensure the business unit value chains are flexible and responsive, which drove an improvement the business unit’s availability by over 30%. Including leading the development and implementation of network modeling using Supply Chain Guru Software to optimize the end to end network cost (inventory and logistics).
●Responsible for managing the business unit’s end to end value chain inventory ($1B+), and drive year over year turns improvements.
●Responsible for the development of the strategic procurement strategy and long-term supplier agreements for the product lines within the business unit, including the management of the direct material spend ($1B+). Continue to drive year over year material savings in the range of 2-3%.
●Developed and implemented a procurement decision process across the business unit to ensure consistency when approving suppliers.
●Responsible for the development and tracking of the business unit’s KPI dashboard for the C-Level supply chain leadership team
●Participate in the monthly sales and operations planning (S&OP) process for the business unit, to ensure the supply chain can respond to the demand signal.
Product Line Supply Chain Strategy Manager – 12/11 to 10/13
Manage a team of 6 direct reports with an annual departmental budget of $2M+
Manage the monthly sales and operations planning (S&OP) process for the large tractor product line (revenue $2.0B) business unit.
Responsibility for the worldwide large tractor product line supply chain ($400M+ spend) strategy development, including the development of the strategic procurement matrix and long-term supplier agreements for the product line, including the management of the direct material spend, which resulted in continuous year over year material cost reductions in the 3-4% range.
Responsible for the development and tracking of product cost targets for all current models as well as NPI models. Developed new methodology that ensured relationship between product cost targets and the product line P&L, and drove a 5-10% improvement in product cost
Responsible for the short-term and long-term capacity planning and global footprint management for the large tractor product line, which includes the doubling of capacity over a 3 year period and managing a $400M in capital investment program.
Responsible for managing the product line end to end supply chain inventory ($350M), which has seen a reduction of over 20%.
Implemented a Sustainable Supply Chain process that reduced the GHG and Energy consumption by over 50%.
Responsible for continuous improvement of the large tractor product line extended value streams
Production Location Consultant – (4/08 – 11/11)
Responsible for managing the Global Production Network Planning process including location analysis for over 200 manufacturing sites in the Americas, Europe, Africa and ASEAN countries.
Responsible for developing a long-term manufacturing footprint process resulting in $5BLN in value added landed cost savings for Caterpillar Inc.
Proposed Thailand as a new market for manufacturing facilities (Underground Mining facility and Medium Tractor facility). Proposal was accepted and implemented
Proposed Texas as a new location for Excavator production. Proposal was accepted and implemented.
Centralized reporting and present to C-Level executive leadership team annually regarding assessments and analytics of the company's global manufacturing footprint, global capacity plans and timeline to achieve the long-term manufacturing footprint strategy.
S&OP, Market Information & Analysis Supervisor (9/05-3/08)
Managed a team of 9 direct reports with responsibility for the worldwide machine sales to end user reporting, global market share reporting processes and business analysis for the C-Level executive leadership team.
Centralized reporting and present to C-Level executive leadership team monthly regarding assessments and analytics of the company's global production forecasting and S&OP process. Information used by CFO for Wall Street and the Quarterly Earnings Reports.
Managed the global end user sales reporting process, which involved coordination and training of Caterpillar’s 150 worldwide independent dealers.
Developed the global market share reporting process allowing the company visibility to over 90% of the industry opportunity on a monthly basis.
Responsible for updating multiple manufacturing facilities on demand forecasting, co-managing production schedules, forecast accuracy, product availability, inventory management, market share, price realization between manufacturing facilities and marketing organization on a global basis.
Responsible for global business information reporting, market share reporting, sales reporting processes, future industry demand and S&OP risk assessment.
Product Marketing/S&OP Leader (8/03-8/05)
Managed the $500MM monthly sales and operations planning (S&OP) process for the Articulated Truck product line.
Liaison between dealer network and factory. Managed demand planning, forecasting and S&OP process.
Provide operations and the North American Division Administration team with the monthly demand forecast and update on market conditions. Coordinate the Common Goals agreement with operations for forecast accuracy, product availability, inventory management, market share, and price realization.
Responsible for the development of the $1BLN North American Road Construction strategy including identifying current opportunity areas by product line and geographic areas.
Key contributor in the cross-functional integration team that developed and introduced SAP –APO and SAP-SNP as the global demand planning tool for Caterpillar.
Demand Planning Analyst (6/01-7/03)
Managed worldwide monthly demand forecast process for the $2BLN mining segment. Reduced 6 month forecast error by over 25% during first year, which resulted in an improved revenue forecast.
Managed the monthly sales and operations planning (S&OP) process for multiple manufacturing facilities and co-managed production schedules.
Developed scorecards to highlight current year performance compared to the annual business plan.
Develop business measurements and high velocity reporting of sale trends, market share reports, and other business metrics for worldwide distribution.
Project lead on Oliver Wight Class A status achievement.
Senior Economic and S&OP Analyst (8/97-5/01)
Advised North American marketing and manufacturing facilities on economic trends and the impact to the North America machine industry retail demand, inventory and shipments for sales & operations planning process.
Coordinated review of external economic data supplier, facilitated negotiations and implemented new system 3 months ahead of schedule. Maintained economic and company/industry sales databases for modeling, forecasting and tracking sales.
Monitor monthly rolling demand management forecast for North America and advised marketing organization of economic and industry developments for sales & operations planning process.
Federal Reserve Bank, St. Louis, MO 10/94 – 7/97
Statistical Analyst (10/95 - 7/97)
Data Analyst (10/94 - 10/95)
Analyzed and verified financial banking data and resolved data discrepancies to ensure the safety and soundness of the US financial system.
Coordinated the development of an econometric model to forecast banking data between Federal Reserve reports.
EDUCATION
MBA - May 2002: Illinois State University - Normal, IL
Master of Arts: Economics - January 1996: University of Missouri-St. Louis
Bachelor of Science: Economics - May 1993: Illinois State University - Normal, IL
PROFESSIONAL DEVELOPMENT
APICS-Supply Chain Risk Management Certificate (2012)
APICS-Certified Supply Chain Professional (2011)
6 Sigma Black Belt (2008)
6 Sigma Green Belt (2002)
PROFESSIONAL ASSOCIATIONS
APICS - Association for Operations Management
IBF - Institute of Business Forecasting
“Michael is well respected by his staff, peers and upper management. His expertise and counsel in forecasting, planning and business analysis is well recognized and sought after. Michael is one of Caterpillar’s most competent and practiced business analyst”.
Director of Business Information, Caterpillar, Inc.
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