Anthony M. Solis

Cell: 630-***-**** adgyzv@r.postjobfree.com

Wheaton, IL 60189 www.linkedin.com/in/anthony-m-solis

PROCUREMENT/SUPPLY CHAIN LEADER

Accomplished procurement/supply chain senior manager adept in improving source to pay, supply chain, operations, and leading projects effectively. Achieves results by building a sustainable model with skilled teams which execute strategy, improve operations, implement solutions, take out cost and waste. MBA.

EXPERTISE

Direct / Indirect Procurement

Global Strategic Sourcing

Master Scheduling / Planning

Lean Tools / Six Sigma

Inventory Management

S&OP

Program / Project Management

Warehousing / Distribution

Budget Planning / Cost Control

EDUCATION / CERTIFICATIONS

MBA

Elmhurst University

Business Administration

PMP

#1620259

06/20/22

MSc

Elmhurst University

Supply Chain Mgmt

C.P.M.

#32821

Lifetime

BS

Elmhurst University

Business Administration

Six Sigma GB

DXC; no #

Lifetime

TRNG

Karrass

Effective Negotiating I & II

GMP/Sanitation

AIB; no #

Lifetime

Ariba 14S IBX P2P Power BI Jira HP ALM Office Project SharePoint SNOW PPMC Workday

EXPERIENCE

DXC Technology Senior Supply Chain Consultant

Chicago, IL 07/2011 – 07/2020

Fortune #122; global IT services. Lead delivery of procurement/supply chain/IT projects for F250 clients.

Procurement Reorg. Challenge: client sought to transform strategic procurement; $2.9B annual spend

Process: analyzed 3 regions, developed org design, simplified processes, hiring criteria, training, KPIs

Result: client awarded follow-on next phase of work (execution) to DXC in 2012

S&OP PM. Challenge: global beer company sought to replace 2 U.S. S&OP legacy systems with Infor

Process: formed project team with 15 in late 2015, but client delays made Initiation phase 3 mo. long

Result: transferred to “save” a highly visible failing project (WMS Interleaving)

Supply Chain SME. Challenge: German client needed supply chain savings for ROI on $18.6M SAP cost

Process: led ‘as is’ SCM operations workshops and assessment; found poor S&OP, high inventory

Result: led by supply chain savings, DXC team found client payback for SAP would occur in 2.5 years

WMS PM. Challenge: world’s largest beer company sought 5% increase in U.S. warehouse productivity

Process: led team of 5 (2 trainers; 3 developers) to deploy interleaving to advanced custom legacy WMS

Result: 27 mo. project delivered 10.7% productivity increase to 10 large U.S. breweries on time/budget

YMS PM. Challenge: client sought greater visibility and efficiency for large 24/7 U.S. yard operations

Process: deployed SaaS cloud yard solution over 1-1/2 yrs; also led yard striping & signage replacement

Result: app deployed to 13 U.S. mfg sites. Spotter efficiency improved 16%; safety improved 58%

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Track & Trace Architect. Challenge: Big Pharma needed response to global product serialization laws

Process: developed traceability technical solution (with IoT, security, cloud) and consulting offering

Result: presented/approved before Investment Review Board (C level); developed in 2014

Supply Chain Dashboard PM. Challenge: Big Pharma needed 1 dashboard for product security/visibility

Process: designed dashboard over 3 mo with federated data from cold chain, in-transit, CMs CPs, 3PLs

Result: prototype developed in partnership with Fortune 200 pharma in 2015

Procurement Workflow PM. Challenge: simplify demand to req process SAP SRM 7 for Fortune 50 client

Process: process map approval workflow; analyze: 46K PO line items; $288M spend over 4 months in 2011

Result: eliminated offline approval workflow; recommended delegation of authority limits by level

Retail System Upgrade PM. Challenge: upgrade from Shaw Version 5.1 to 5.3 used by 20 banking clients

Process: led team of 12 developers, analysts, customer service dedicated full-time from 11/17 – 12/18

Result: upgrade to Version 5.3, first in 5 years, delivered on time, on budget, in scope to 20 clients

GUI Front-End PM. Challenge: 20 bank clients needed upgrade from green screen mainframe to Java GUI

Process: inherited project 1 yr & $1M behind; as PM, led 24, defined requirements; used Agile (Sprints)

Result: Release 1 deployed on time in May 2018, CSA brand established, well-positioned for Release 2

App Support PMO. Challenge: F125 client transitioned global application support from ECC 6 to S4/HANA

Process: in ’19 – ‘20, managed 4 waves of 56 technical domains, each with a lead, 325 global resources

Result: DXC awarded $7.2M 2-year service contract; promoted to PMO for same client in July ‘19

Deployment PM. Challenge: F125 asked DXC for mo. app Sprints in 2020 for global Next Gen IT program

Process: managed 8 workstream teams thru: FDS>TDS>TUT>FUT>SIT>UAT>UAT Fix>MTP>Hypercare

Result: joined project May ’20, led June release successfully; planned for Aug – Nov releases.

Cap Gemini America Inc. Category Management Process Lead

Chicago, IL 02/2010 – 12/2010

Global consulting firm. FY 18 revenues of €13.2B, 200k+ employees in 40+ countries.

Category Management. Led manufacturing equipment and supplies categories, $243M spend in 15 categories at Kraft Foods HQ. Categories: MRO ($73M), supply ($23M), gas and chemicals ($27M), Capex ($46M), and industrial automation ($74M).

Worked with stakeholders at all tiers (HQ, 6 BUs, and 57 plants) in U.S. and Canada. Managed onsite team of 11. Developed and sourced category strategies.

Procurement Optimization. Assisted with startup/support of large procurement ops center in India. Managed e-procurement catalog tool (“SmartKart”) for high transaction MRO (4,400 POs/wk) vs. p-card.

Provided best practices for MRO (e.g. VMI, consignment, Kanban) and related supply categories. Provided guidance for simplified MRO taxonomy and MDM item and supplier master accuracy/maintenance in SAP.

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Cost Savings Examples. 7-step strategic sourcing/TCO used for categories. Industrial automation: stagnant asset repair program revitalized/doubled to 19 plants with $1.7M savings in ‘10. Material Handling: $15.3M laser guided CapEx vehicle lease (82 units) for 10 plants yielded $870k in negotiated savings (6%).

E-auction for $7.8M bulk gas yielded $628k; post-bid negotiation added $77k for $705k total (9%); supply base rationalized from 7 to 4. Found synergy between sanitary chemicals and wastewater treatment; 2011 proposal was 29% savings ($5.1M).

GKN Aerospace (acquired by Melrose Industries Mar 2018) Senior Commodity Manager

Lisle, IL 03/2008 – 11/2009

$2B Tier 1/2 supplier of complex make-to-design assemblies for U.S. military & commercial manufacturers.

Commodity Management. Managed $80M spend of some client-directed sources for direct material and indirect categories (e.g. freight, contract/temp labor, tooling, MRO). In 2009, sourced, negotiated and implemented national contracts for LTL & air freight, p-card, Kanban MRO, fasteners. With 2 peers and a VP, cost reductions of 8% in direct and 15% in indirect achieved which totaled ~$14M in 2009.

S&OP. With 2 peers, led S&OP and inventory improvement projects at 3 assigned under-performing aerospace plants in CA and OH. Actions included: deploying best practices, reconfiguring MRP settings, process mapping material and information flow, correcting BOMs, MDM changes, deploying APICS cycle-counting, focused inventory reduction by category, replacing/retraining staff, managing logistics. Divisional results: inventory and working capital reductions from $114M to $92M (19%) in 2009.

Alcan Packaging (acquired by Bemis Company Jul 2008) Distribution Manager

Chicago, IL 02/2000 – 02/2008

$6 billion firm with 133 plants in 30 countries. Managed plant finished goods distribution, 3PLs, & corporate NAFTA compliance. Managed team of 4. Promoted from Production Control in 2003 and Category Manager in 2005.

Distribution Management ’05 – ‘08. Managed 19 plant warehouses/34 public 3PLs in US/CA/MX, monitored production/service levels. Sourced public warehouses in US/Canada. Network optimization reduced 15% of 3PL base. Deployed AIB sanitation program. Developed safety, service, sanitation KPIs.

Category Manager ’01 – ‘04. Managed $19M indirect categories (fleet, wireless, travel, labor, plant services). Sourced travel to Amex (including deploying online booking tool) and sourced MRO nationally to Grainger, and fleet to Wheels (300 vehicle fleet), and wireless to Verizon.

Warehouse Optimization. PM for reengineering of 3 large internal warehouses (e.g. 100k sf) to increase density and improve flow. Results ranged from density increases of 25% to 200%.

Production Control Supervisor. ’00 – ’01. Led S&OP for plant with 11 PP and PET high volume 24/7 production lines, managed $32M raw materials (e.g. PP resin), tooling, and FG inventory with 2 resources.

ITW Brands Material Control Manager

Itasca, IL 1995 – 1999

Managed supply chain for Paslode pneumatic/cordless nailers (’95 – ’97) including retail returns/repairs.

Managed same for Buildex contractor-grade fasteners (‘97 – ‘99) including Asian foreign sourcing.

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