Supply Chain Production Planning
Resume:
Allan Judkins
Supply Chain Professional
Chicago, Illinois 60637 • 919-***-****
Accomplished leader with over two decades of leadership experience in high-stakes industrial environments. Demonstrated expertise in process reengineering and deploying LEAN principles to optimize operational efficiency and agility within global supply chains. Renowned for deploying strategic initiatives that increased YoY revenue growth, streamlined inventory investments, improved On -Time customer deliveries, and the achievement of significant operational cost savings. Expertise in process simplification within complex production planning, procurement, and distribution operations across diverse geographical regions. Strong leader with proven ability to mentor large teams, drive stake holder consensus in strategic planning, and exceed corporate objectives. Committed to innovating supply chain practices through continuous improvement, advanced analytics, and effective stakeholder engagement.
Areas of Expertise
Strategic Business Planning
Problem Solving/Tactical Execution
Product Cycle Management (E&O)
Master Scheduling Production Planning
Project Management Governance
Master Data Material Management
Inventory Modeling and Reduction
Warehouse Design and Optimization
Organizational Development
S&OP Consensus Management
Data Analytics and Analysis
GMP and GDP Practices
Career Experience
Hitachi Industrial Equipment Systems – Sullair (Air Compressors) 2018 – 2024
Senior Director of Integrated Business Planning & Transportation Management (2022 – 2024)
Led strategic initiatives to optimize business planning processes, continuous improvement of production planning execution, and inventory modeling to exceed customer satisfaction with supply chain agility. Redesigned transportation models to achieve cost efficiency in warehouse execution (WMS), last mile delivery (TMS), and global in/outbound transportation modes. Orchestrated monthly sales reviews, manufacturing resource /capacity reviews and reconciled material availability with procurement organization to gain executive stakeholder consensus on investment direction (i.e., sales objectives, capital investment, inventory projections). Administered master scheduling and production planning activities for seamless manufacturing operations of four hundred direct assemblers within fulfillment models utilizing engineered to order, make to order, and make to stock material strategies. Collaborated with global transportation carriers to optimize in/outbound routes, consolidation services, direct and intermodal channels focused on cost efficiencies from China and Southeast Asia. Developed strategies for last-mile delivery optimization, utilizing Transportation Management System (TMS) capabilities to reduce costs and improve service levels across multiple facilities. Project managed the design, test validation and deployment of new ERP application (SAP S4Hana) for the modules of forecasting, master scheduling/production planning, and transportation management; improving inventory replenishment strategies, transactional accuracy of material movement and fulfillment velocity within the assembly process.
Key Achievements/Contributions:
●Achieved significant new revenue growth, introducing eight new product platforms, and driving over 25% increase in Portable Business Units sales.
●Enhanced customer satisfaction by implementing Available to Promise functionality, boosting On Time Finish and Delivery metrics by 20%.
●Projected annual cost recovery of $500K to $1M through strategic implementation of Import/Export Duty Draw-Back process.
●Led ERP system overhaul with SAP (S4 Hana), enhancing global supply chain operations and achieving streamlined production and transportation processes.
●Directed and mentored team of four direct and twenty-five indirect reports, orchestrating monthly strategic Sales & Operations Planning sessions that influenced over $700M in revenue.
Director Integrated Business Planning & Transportation Management (2020 – 2022)
Directed integrated business planning and transportation organizations to maximize ROI and reduce operational costs. Reengineered the sales & operations process through lean disciplines (SIPOC, DMAIC), improving foundational data captured/ utilized in the demand generation process. Implemented comprehensive product margin analysis reviews on Finished Goods portfolio, migrated lower margin products from FG stocking strategy towards a make to order strategy, improving inventory turns within distribution center. Administered master scheduling and production planning activities for seamless manufacturing operations of four hundred direct assemblers with fulfillment models utilizing engineered to order, make to order, and make to stock material strategies. Deployed transportation dashboard focused on service level performance, revenue generated by business unit, and transportation cost by mode against budgeted expenses for proactive actions.
Key Achievements/Contributions:
●Streamlined S&OP processes, improving forecast accuracy and reducing inventory levels by $35M.
●Maintained revenue growth of 12% during global disruptions by strategically navigating manufacturing challenges.
●Achieved cost savings of $400K by optimizing transportation modes amid significant rail congestion.
●Led team of four direct and twenty-one indirect reports, driving consensus on material investments exceeding $250M.
Senior Manager of Production Planning, Warehouse, Procurement & Transportation (2018 – 2020)
Deployed process governance of daily operations across production planning, procurement, and transportation, ensuring alignment to daily operational objectives. Managed production schedules and procurement strategies to meet engineered-to-order, make -to-order and make-to-stock customer demands. Integrated eight purchasing buyers into customer centric business unit, increasing supply chain responsiveness through proactive material assessments, improved inbound supplier delivery performance and refined material master data to optimize inventory purchased (economic order quantity, safety stock, auto po replenishment). Enhanced supplier engagement and performance to support seamless manufacturing and assembly processes. Led warehouse personnel in the daily receipt, storage, assembly replenishment and customer shipments from two manufacturing sites. Improved warehouse execution through process simplification in expanding barcode utilization with material movement, refining warehouse cycle count program and increasing individual accountability.
Key Achievements/Contributions:
●Elevated customer On-Time Delivery from 71% to 86% by refining process corrections and root cause analyses.
●Improved supplier delivery performance by 30%, enhancing synchronization and data management across purchasing operations.
●Advanced warehouse accuracy by 22%, implementing audits and process improvements to reduce inventory discrepancies.
●Boosted assembly line efficiency by automating material replenishment, significantly improving operational throughput.
Caterpillar Supply Chain Operations – Building & Construction Div. (Small Wheel Loaders) 2011 – 2018
Manager, Materials Planning & Inventory Control
Led materials planning and inventory control for the Business Construction Products division, focusing on optimizing supply chain operations and inventory management. Improved supplier engagement by enhancing material forecast visibility and coordination of transportation service providers to ensure timely material deliveries, supporting just-in-time manufacturing goals. Conducted detailed inventory analysis to adjust levels through ABC stratifications, implemented three-way match for transactional integrity and mitigated inventory losses through in-depth root cause reconciliation.
Key Achievements/Contributions:
●Decreased inventory carrying costs by 32%, increasing inventory turns from 7 to 11 and cutting inventory by $10M.
●Enhanced customer shipping performance from 95% to 99%, ensuring high service levels and customer satisfaction.
●Reduced transactional discrepancies by 30%, executing strict discipline and controls within receipt and inventory processes.
●Improved inventory accuracy, reducing annual physical inventory variation from 11% to 1% within five years.
Education & Credentials
Master Business Administration, Project Management, Strayer University, Raleigh North Carolina
Bachelor of Science, Business Administration, Shaw University, Raleigh North Carolina
Operations Leadership Executive Program, North Carolina Executive Education
Certifications: CPIM Certification in Process (CPIM Part1 Exam –Passed, Part 2 Completion Targeted 2H 2024) Green Belt Six Sigma, JIT (Just in Time), Lean Manufacturing, DMAIC Methodology, Six Sigma and Kanban Methodology
Technical Skills
Microsoft Suite (Excel, Power Point, Word, Access, Power BI), Power Steering, Mini Tab, AS400, MAMM-Log net, Tableau, Caterpillar Proprietary ERP Systems, S4Hana (SAP)
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