Supply Chain Sales

Kevin Campbell

508-***-**** acy8ah@r.postjobfree.com www.linkedin.com/in/kevin-campbell-supplychain/

DIRECTOR OF SUPPLY CHAIN

Global Supply Chain Management / China Sourcing / Team Leadership / Budgets / Cost Savings

Logistics /Contract Manufacturing/ Inventory Management / Lean Practices / Process Optimization

Demand Planning / MRP / JIT / WIP / Project Management / Startups / Trade Compliance / Restructuring

Global Operations / New Product Introduction / ISO 9000 / Change Management / Warehouse Systems

Accomplished visionary leader with extensive experience driving organizational performance through efficient supply chain management, strategic demand planning and optimized logistics. A keen understanding of successful lean manufacturing principles, supplier sourcing, and material management. Effective change agent in driving new product introduction, cost reduction, network optimization, inventory accuracy and quality standards. Expertise in global startup organizations.

SELECTED ACCOMPLISHMENTS

Increased inventory accuracy to 99% and reduced product lead time from 45 days to 30 days. As product demand changed, common use components were allocated to multiple kits resulting in kit to kit transfers, inaccurate WIP and raw inventory. Assembled team to review factory stocking practices, material flow and kitting release process; redirected suppliers to ship directly to factory instead of the kitting operations. Increased throughput with process redesign to meet customer demands lowering operating cost and associated waste

Reduced global supply chain spend by $25m through negotiation and best practice. Drove competitive bid processes for logistics, servers, mechanical,cables power and racks for a growing hybrid cloud provider growing 25% year over year. Focus on Total Landed Cost and Total Cost of ownership.

Increased performance to quoted lead time customer delivery to 98% driving post-integration consolidation of multiple fulfillment sites. Due to several EMC acquisitions, customer lead times slipped to all-time lows due to lack of product and shipment visibility. Within 12 months, created a taskforce of internal planning, sales, IT and operation experts to work with external 3PL providers, resulting in a trackable solution with merge in transit capability based on customer commit dates.

Reduced delivery time to under 30 days for 95% of product sales. The VCE start-up joint venture systems architects created multiple skus of blade servers causing extended lead times to customers. Worked with distribution partners and sales team to develop a SKU assignment process based on key component types and forecasted BOMs. Resulted in a VMI Kanban pull and configuration postponement process reducing finished goods inventory levels and inventory exposure.

Increased performance to lead time for Asia Pacific customers to 94% from 78% through a collaborative global cross functional team focused on local integration, order visibility and delivery quality. EMC products were rapidly growing across Asia causing delayed logistics for products sourced from Ireland. Coordinated implementation of local fulfillment, merge in transit sites and quick turn configuration on low end volume products within China, Hong Kong, Australia and Japan. Reduced quality issues through carrier training and factory packaging standards.

PROFESSIONAL EXPERIENCE

CHAMPAGNE LOGISTICS INC 2016 to 2016

A $45M logistics 3PL.

Consultant

Provided supply chain consulting services for Champagne Logistics a 3PL with over $40M in annual sales and 52 employee with a focus on business process capability and improvement, freight cost customer relations.

Created and implemented client organizational assessments.

Introduced SMART goal setting processes to clients in support of management incentive program.

Assisted clients with supplier capability assessment processes and implemented quarterly review on Total, Quality, Responsiveness, Delivery and Cost (TQRDC).

Implemented sales lead program with outsourced partner to drive new growth in logistics revenue.

Defined strategy and business plan transitioning the business from a "white glove" service provider to a 3PL.

VIRTUAL COMPUTING ENVIRONMENT (VCE) 2010 to 2016

A $2B joint venture with EMC, VMware and Cisco in the computer technology industry.

Senior Director Global Supply Chain and Logistics

Led all aspects of supply chain and logistics including inventory and warehouse management, logistics, order fulfillment, sourcing and procurement. Managed a $200M spend, 40 employees and five direct reports.

Developed and managed supplier capability assessments utilized for analyzing sourcing cost.

Quarterly business reviews with suppliers and contract manufacturers focused on Technology,Quality, Responsiveness, Delivery and Cost (TQRDC) business reviews.

Implemented all phases of start-up operations including manufacturing, procurement, manufacturing engineering, warehousing, fulfillment, trade and export compliance and logistics.

Enabled growth of the business from $25M-$2B within five years.

EMC 1988 to 2010

A $25B computer infrastructure technology solutions provider.

Senior Director Global Logistics and Fulfillment, 1999 to 2010

Led all aspects of multi-source logistics including outsourcing and direct fulfillment in Asia. Managed a $150M budget, 25 employees and four direct reports.

Managed and measured material flow, inventory, visibility and global order fulfillment from 30+ sources of supply.

Implemented a one-delivery model for customers involving 8 global merge centers with customer web portal.

Reduced annual logistic cost 3-5% through effective negotiation and RFQ.

Implemented global freight payment process resulting in freight cost recovery of 1%.

Coordinated nine acquisition integration activities for fulfillment, logistics and compliance in support of restructuring business strategy.

Distribution Manager, 1988 to 1999

Managed all warehousing, kitting, inventory and logistics of two manufacturing facilities and an offshore board shop. Managed a $25M budget, 100 employees and five direct reports.

Managed corporate wide inventory control of raw material, WIP, and finished goods.

Implemented cycle-count program, increasing inventory accuracy from 79% to 99%.

Implemented JIT programs reducing lead times by 25%.

EDUCATION

BS, Business Administration, Plymouth State College

Contact this candidate