Global Supply Chain Manager

PASCHAL ELEANYA, LSSBB, CSCP

Houston, Texas. Email: ******@*****.*** CELL: (215) 264 – 7887

Bottom-line focused Global Supply Chain business leader, with broad demonstrable experience in major oil & gas and chemical companies and several years of working with people at different levels in the organization. A consistent top performer that combines apt level of Lean Six Sigma, Project Management, End to End Global Supply Chain, Global Inventory management, Procurement, sound business understanding, and excellent interpersonal skills to lead and work with multi-faceted teams to achieve optimal business results

Expertise includes:

End to End SC Management Logistics SRM & CRM Sourcing & Procurement Continuous Improvement Global Project management Cost Reduction Change Management Personnel management Inventory Management Supplier Qualification Contract Management Supply Strategy Development Customer improvement & Engagement International Supply Chain Consulting

EDUCATION & PROFESIONAL DEVELOPMENT

Drexel University, Philadelphia, PA. Bachelor of Science in Chemical Engineering.

Six Sigma Green & Black Belt Certified (2003 and 2006 respectively) Lean Manufacturing Expert (2007)

CSCP certified (2014) Dale Carnegie – Essential Communications & Human Relations (2009) Supervisory leadership training (2008) 5 day Supervisors Essential training (2011)

PROFESSIONAL EXPERIENCE

Crudibillity Inc. 03/2016 – Present

Global Supply Chain & Continuous Improvement Consultant (International & Local consulting) Houston TX

A private consulting role, providing consulting services on an as needed basis to local and international small scale clients.

New Supply consulting, evaluating clients capabilities versus customer need to determine best approach

Logistics path evaluation – identifying least cost option for an identified customer need.

Supply Chain costs assessment – identifying low hanging fruits for cost savings across the entire supply chain of a client.

Management of goods clearance and associated fees, identifying what needs to be in place to ensure minimal fees to receive and clear goods, including selection of international Freight Forwarders.

Baker Hughes Inc. 10/2012 – 11/2015

Global Supply Chain Manager, Chemicals & Industrial Services (C&IS), Sugar Land, TX

A global role, with 50% of the role spent on global strategic type end to end supply chain initiatives & project execution. The other 50% spent on day to day tactical issues resolution from Manufacturing support, contract manufacturing, through all the Plan, Source, Make, Deliver & Return segments of Supply Chain.

Saved over $6MM by leading a multi-departmental group (Operations, Logistics, and Sales) in the Middle East to relocate SLOB from KSA to Iraq and overcame several regional and cultural hurdles to achieve this goal.

Implemented a Global Cost Structure project, saved over 500K of implementation cost by taking over project lead from E&Y Consultant. Implemented systems across manufacturing sites in C&IS Business worldwide to allow for activity based costing implementation. Created direct/indirect cost centers mapping based on each site business process, prepared extensive Technical Document & Key Decisions Document, for each site.

Reduced SLOB by 10% ($4MM) by continuously managing surplus inventory (working with Operations Managers, Sales Managers, Plant Managers & Inventory leads) at manufacturing plants and field locations globally. Reallocated slow moving inventory (SLOB) to needed locations. Utilized SAP and MRP to access inventory needs & relocation points.

Contract management for vendors and suppliers of raw materials, contract manufacturing and for some of the vendors we utilized in selling our stranded inventory. Involved trade compliance and the legal teams to make sure that contract terms are in line with company

Saved over $10MM in SLOB and additional $2MM in disposal costs by leading the Global SLOB Sales Bonus program, working with the Product Line VPs, Marketing group and other business segments to create the guidance for the program, track sales, educate and train inventory locations, and provided weekly data.

Completed projects & actively working in initiatives across all 4 major segments of S.C (Plan, Source, Make & Deliver) which led to finding least cost of manufacture and reduction of lead time for high movers.

Improved plant asset utilization and master scheduling by completing a project for scheduling activities at all manufacturing plants and create the order in SAP at the same time, improving robustness of scheduling. Worked with the application and software developers to create the user interface and user testing scenarios for the Master Scheduler, Recipe View and Open orders.

Implemented a supplier risk assessment process for major suppliers, based on established criteria, as part of Customer Service project to allow us to meet our customers’ demands and KPIs.

Assisted in the monthly S&OP process and provided demand and supply data needed in the meetings. Assisted in calculation of forecast accuracy and utilization of demand planning tools.

Saved over $2MM in fees and logistics cost by executing a project to improve the Supply Chain across Kirby and Nigeria Geo region. While on a trip to Nigeria and UK in 2014, addressed some of the immediate issues regarding delayed shipments including 3PL issues, Duty payments and issues with Freight Forwarders.

Implemented Supplier Management processes including creating templates for and executing supplier & vendor performance review s prior to the onboarding of a new vendor (Toller) and some frequency thereafter, to ensure their operation meets BHI business standards.

Reduced cost for labor, equipment (CapEx) and major material purchases across NA by leading a project with the Global Engineering Director to develop a Centralized Procurement strategy for NA manufacturing plants.

Monthly coordination of Supply and Demand planning and execution of finished products and intermediates, with Tollers/subcontractors. Coordinated the demand/supply in such a way as to reduce demurrage & stock out.

Analyzed and presented weekly Supply data across all manufacturing plants for the weekly and monthly Plant Director’s meeting with C&IS Vice President.

Reduced stranded inventory by 5% across the business on an ongoing basis by working with Technical Product Managers and inventory carrying locations to find alternate uses for stranded inventory. Worked with IT to set up different Inventory storage locations in SAP to aid utilization of SLOB inventory.

On as needed basis, provided help to Procurement, Customer Service group, Manufacturing plants and other segments of C&IS in addressing issues to help meet customer orders, including looking for alternate raw material supplier, communicating with other plants to ration out supply, etc.

Improved Customer Satisfaction leading a Customer Service improvement project across C&IS –designed a robust Customer Order management process, with input from Customers across regions (utilizing VOC). Developed KPIs & Order Health Status Database for managing & improving performance on customer orders.

Reduced inventory carrying cost for each location & minimized business risk by assigning safety stock for our business and increasing their responsiveness across the supply chain for specific products.

Utilized various T-codes in SAP in pulling production/shipping data, reallocation of SLOB inventory and in making supply/demand based decisions to improve C&IS Supply Chain.

Improved Bayport site Maintenance workflow through a Maintenance workflow kaizen, where I trained the maintenance organization on Lean Manufacturing and Kaizen, which reduced their time by 10%. Volunteered to help the site improve the maintenance process utilizing Lean Manufacturing tools.

Volunteered in the North Star program, and helped the AMO organization for Latin America capture AMO cost saving initiatives and provided a way to track results and share with corporate leaders.

ARKEMA CHEMICALS INC. 3/2011 – 9/2012

Production Superintendent, Beaumont plant, TX.

Led a team of 45 employees, including 5 supervisors to exceed production records across 4 of the 6 units

Covered for the operations manager (for vacations & travels) and performed his daily duties, including daily update to the business team and inventory/raw material management.

Implemented a tracking system for out of scope work for the major TAR and implemented a detailed add-on job template to allow break down of every add on job. This helped reconcile add-on expenses for the TAR.

Revamped the procedures review process, trained operators and shift supervisors on it, and led the production team to the 1st on time annual procedure review.

Worked with the HES group to create a work permitting process flow map (and swim lane) & trained operations & maintenance personnel on it to prevent incidents around work permit process.

Improved the safety record of production personnel through daily interaction & communication around safety & field interaction with production personnel (& daily safety communication).

Improved safety performance by consistently leading a multi-functional team incident investigations utilizing Lean Six Sigma skills to identify root causes & implement sustainable solutions.

Supported capital projects through the review of MOCs weekly, sharing experiences from past project leadership & working with engineers to provide needed training to production personnel.

Daily review & prioritizing of the maintenance work request (SAP system) from production to stay within PO.

Reviewed schedules for 47 employees & complete their payroll every 2 weeks for accurate & timely wages.

As part of my leadership on TARs, led the maintenance, production & HES team through a table top drill to identify gaps in the shutdown and implemented corrective measures to ensure on-schedule TAR.

Within 1st month of being hired into the company & 3 other shutdowns during the year, served as a shutdown coordinator, led production team & worked with maintenance to plan & execute the TAR (Pre & Post TAR)

Participated in team building activities including cooking for my operators, participating in the bowling team, among other activities to build buy-in with my production team & create a healthy relationship with my team.

Provided around the clock & weekend coverage for any emergencies (on call) with all six operating units.

Initiated and led maintenance and production group weekly reliability meetings where we reviewed weekly equipment failures, assign RCFAs and identify training needs to minimize equipment failures.

E. I. Du Pont Nemours & Co, Leveraged Operations Group (BU) 7/2001 – 3/2011

Leveraged Lean Six Sigma Black Belt Consultant (Certified Feb, 2008), Laporte Plant, TX. 2007- 2011

Led a Six Sigma project to eliminate film defects at customer site, estimated at $2M savings for company.

Reduced process time & WASTE at the site (Bayport, TX) through a 3-day Kaizen event.

Trained various site leaders (from plant managers through line leaders) in KPIs for their respective businesses.

Led a Quality Improvement 6 Sigma project at Corpus Christi, TX to meet customer specs to save $1.2M.

Completed a 5-day Warehouse 5S Kaizen project & trained site leaders to lead Kaizens (Hayward, CA).

Created a training program for Hayward site that combined Lean & DPS TRACC for 5S

Led a 6 Sigma Project that optimized rail car management system & reduced variable cost, $120K (Starke, FL).

Co-led a 4-day 5S Kaizen & trained Area Supervisors on leading Kaizens in the area (Bayport, TX)

Co-led a 5-day 5S Kaizen training for team leaders & developed 15 Kaizen charters for them. (Delisle, MS)

Completed a Lean project & Kaizen Event that reduced changeover time on a sold out business, saved $650K.

Six Sigma Black Belt (Certified) &Finishing Production Engineer, Edge Moor Plant, DE. 2005 – 2007

Six Sigma project implementation, new product launch and process testing, operations management and project execution.

Achieved Six Sigma Black Belt certification and saved over $1MM through completion of 3 Continuous Improvement projects.

Worked 50% of the time as a Finishing ATO with start-up responsibilities for a new product launch at Edge Moor site. Responsible for production of a product that could not yet be transitioned to engineers/operators due to process design issues. Coordinated the production of over 6000 tons of new grade leading to $10M of revenue to site.

Product Team Manager/Process lead, Secure Environmental Treatment –Deepwater, NJ 2002 – 2005

Capital project leadership, operations management (managed 7 operators & one supervisor), process issues troubleshooting and resolution, and business communication.

Completed the Stripper effluent line clean out project which increased throughput by 20%

Business / Category Analyst, Instrumentation Center – BEC, Wilmington, DE. 2001 - 2002

PROFESSIONAL & COMMUNITY INITIATIVES

Volunteer with BHI colleagues for Junior Achievement, teaching high school students.

Currently volunteer with BHI Community outreach group at the Beacon

Vice President – National Society of Black Engineers (NSBE) Alumni Extension, Delaware Chapter (2 terms)

Volunteered as part of the planning & design team for 2003, 2004 & 2007 DuPont’s MLK Days Celebrations.

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