CONTACT

081*********

adyeiy@r.postjobfree.com

Jl. Taman Enggano Dalam

*/**, ***, ******,******

EDUCATION

MASTER OF TECHNOLOGY

MANAGEMENT (M.MT) –

GPA 3,56 out of 4,00

September 2014-September

2016

Tenth November Institute of

Technology (ITS-Surabaya)

BACHELOR OF INDUSTRIAL

ENGINEERING (S.T) – GPA

3,83 out of 4,00

September 2010 – March 2014

Muhammadiyah Gresik

University (UMG)

EXPERTISE

Production Planning and Inventory

Control

Logistics B2B,B2C,C2C (lastmile)

and Supply Chain Management

Statistics for Quality Control and

Assurance

Risk and Project Management

IMS Audit

Kaizen and Continous Improvement

CHUSAIN

Supply Chain, Logistics,QHSE and

Continous Improvement Professional

CAREER OBJECTIVE

Results-driven and highly experienced Head of Supply Chain operations and network with a proven track record in optimizing operations and driving strategic initiatives. Seeking a leadership role to leverage expertise in end-to- end supply chain management, cost savings, and process improvement. Skilled in fostering strong supplier relationships, implementing innovative strategies, and building high-performing teams. Committed to enhancing profitability, efficiency, and customer satisfaction while contributing to overall organizational growth.

WORK EXPERIENCE

PT. Singapura freshgreen makmur (Batamindo) April 2023 – July 2023 Head of project Supply chain downstream

PT. Duta Daya Digital (Crewdible) October 2021 -April 2023 Head of Operation

PT. Ritel Bersama Nasional (JD.ID) March 2021 – October 2021 Operation Center Senior Manager

PT. Jembatan Akar Teknologi/ Rootbridge Pte, Ltd (ULA) May 2020 – February 2021

Area Manager

PT. Reka Cakrabuana Logistics (Qrim Express) February 2019- April 2020 Non Metro and Network planning Area Manager

PT. Lastana Express Indonesia(LEL) January 2018- January 2019 Warehouse Supervisor

PT.Kembang Bulan Group August 2017 – November 2017 Production Plannning and Inventory Control Manager PT.Liku Telaga October 2013 – July 2017

Production Plannning and Inventory Control Supervisor PT.Liku Telaga January 2013 – September 2013

Key User SAP Quality Management Staff

PT.Liku Telaga July 2010 – December 2012

Laboratory Analyst

COMPETENCIES COMPUTER SKILLS

• Logistics and Supply

Chain Management

• Integrated Management

System : Quality (ISO

9001:2015), Environment(ISO

14001:2015), Safetyand Health

(ISO 45001:2018)

• Warehouse Management

System (SAP, DABAO WMS)

• Lean Six Sigma

• Word Processor : MS Word

• Presentation : MS PowerPoint

• Spreadsheet: MS Excell

• Programming: Turbo

pascal,Matlab

• Statistics &

Optimation: SPSS,

Minitab, Tora, QM

• Business Intelligence

: Microsoft Power BI

• Mobile apps development:

Appsheet

CERTIFICATION AND LICENSE

Certified Six Sigma Black Belt (CSSBB)International Six Sigma Occupational Safety and Health Expert (Ahli K3 Umum) Ministry of Labour and Employement, Indonesia Government2018 Institute February 2016

Course and Training Program

1. Calibration for length, volume and mass instrumentation By IPQI (Indonesian Productivity and Quality Institute) in Jakarta 2013, Course leader By Ir Bimbing Atedi 2. Quality Management (QM)/ Quality Assurance (QA) SAP- ERP Project Key user training By Abyor international Consultant in jakarta 2013 Course leader By QM/QA SAP Champion Project team

3. Production Planning an Inventory Control (PPIC) Training By Sigma Global in Surabaya 2014, Course Leader By Imanadi,ST

4. Material Management (MM) SAP- ERP Project Key user training By Abyor international Consultant in jakarta 2014 Course leader By MM SAP Champion Project team

5. Production Planning (PP) SAP- ERP Project Key user training By Abyor international Consultant in jakarta 2014 Course leader By PP SAP Champion Project team 6. Total Productive Maintenance (TPM) in workshop training By Productivity & Quality Management Institute in Jakarta 2014 Course Leader By; Jarot Anorogo,ST CPIM, CSCP

7. Action Centered Leadership (ACL) in house training By Lautan Luas Learning Centre in Gresik 2015 Course leader By Andy lesmana

8. Emergency Response Plan (ERP) in house training By Synergy Solution in Gresik 2015 9. First Aid In House Training By Cakra medika hostipal in Gresik 2016 10. Integrated Internal Auditor For Integrated management system (ISO 9001: ISO 14001 and OHSAS 18001) By SSC in Jakarta 2016

11. Basic Training of SMK3 (Health and Safety management system) By Engineering faculty of Muhammadiyah Gresik University in Gresik 2017 12. Occupational Health and safety expert By Ministry of Labour and employement, indonesia government in Surabaya 2018

Projects Completed

1. 1st Six Sigma Improvement project

Project title :Increasing inventory accuracy of Aluminium sulfate products from 60% to 100% in PT Liku Telaga

Project Duration: 6 months (January 2016 – June 2016) 2. 2nd Six Sigma Improvement project

Project title : Raw material inventory cost efficiency through storage optimization, determining lot sizing order,reorder point and safety stock in PT Liku Telaga. Project Duration: 6 months (September 2016 – January 2017) Projects Completed

3. Integrated management system ISO upgrading certified,audited by Lloyds RegisteredQuality Assurance (LRQA) in PT Liku Telaga Standard certified : Quality Management System (ISO 9001: 2015), Environment Management System (ISO 14001:2015), Occupational Health and Safety Management System (OHSAS 18001:2007)

Project Scope: Determining business process standardization, process and document control, Risk management,management review and internal audit procedure. Project Duration : 8 months (May 2016 – December 2016) 4. 3rd Six Sigma Improvement project

Project title : Zero defect and lean six Sigma implementation extract herbal product in PT Kembang Bulan Group .

Project Duration: 4 months (August 2017 – November 2017) 5. Migration of Warehouse Management System from OMS Rocket internet’s WMS todabao Alibaba’s WMS in Short tail Warehouse of Lazada e-Logistics

(Surabaya Warehoouse)

Project Scope : Maintaining new manufacture barcode labelling and grouping process (1 location for 1 manufacture barcode) to storage optimization more than 300k item or 15k Manufacture barcode inside warehouse

Project duration : 3 months (January 2018 – March 2018) 6. Integrated management system ISO upgrading certified,audited by Beureu Veritas (BV)in PT Lastana Express Indonesia /Lazada e-Logistics Surabaya warehouse Standard certified : Quality Management System (ISO 9001: 2015), Environment Management System (ISO 14001:2015), Occupational Health and Safety Management System (OHSAS 18001:2007)

Project Scope: Assist PX team to Determining business process standardization, process and document control, Risk management,and management review Project Duration : 4 months (May 2018 – August 2018)

7. Routing and optimization planning at Qrim express Project scope : define and set capacity plan in order to achieve courier productivity 80 parcels/day and cut off 50% cost decrease.

Project duration : 6 months (November 2019 - April 2020) 8. Logistics Delivery Cost Reduction at ULA

Project scope : 3PL exploration capability, alignment and negotiation to proposed combine delivery scheme concept (per drop basis, charter,and mix) in order to decreased logistics cost > 50% cost saving (from 5% to 2% ratio logistics cost to GMV) Project duration : 6 months (September 2020 - December 2020) Projects Completed

9. Warehouse Cost Reduction and Productivity improvement at ULA Project scope :changing manpower structure scheme from fix daily rate into output basis scheme through changing daily worker into chartering (borongan) as an partner scheme in order to increase productivity up to 3 times and decrease cost >50% (from 2% to 0.8% ratio logistics cost to GMV)

Project duration : 3 months (December 2020 – March 2021) 10. Warehouse occupancy normalization from 150% to 90% and generating additional GMV from collaborate flushing out stock project up to IDR 20 bio per month at JD.ID Project scope :Restructurized inventory plan strategy and impelement strategy execution to set inbound prioritization and strictly apply monitoring on inventory control for huge dimension item through liaise with merchandise team in regular weekly SnOP (Sales and operation planning) to push slow moving /dead stock item selling flush out . The way to stock flushing out operation team lead to support activate and involve partnership channel (JD Partner) to absorb and perform sales contribution Project duration : 3 months (April 2021 – June 2021) 11. Increase MPE (Manpower Efficiency) at JD.ID

Project scope : Achieve consistently more than 90 MPE, previously bellow 70 MPE Project duration : 3 months (July 2021 – September 2021) 12. Monetize logistics cashback through activate centralized logistics program at crewdible Project scope : Seller SLA expectation set up then define service standardization and 3PL agent acquire, consider service reliability and cashback amount from 3PL Agent Project duration : 3 months (July 2021 – September 2021) 13. Reduce error rate and increase SLA compliance for micro-fulfillment warehouse at crewdible Project scope : reduce error rate on micro fulfillment warehouse 10X from 1% to 0.1%, and increase SLA outbound compliance from > 2 hours to bellow 1 hour through develop balancing algorithm traffic methodology and dynamic operation schedule implementation.

Project duration : 3 months (October 2021 – January 2022) 14. Closing Series-A Fundrising USD 5 mio at crewdible Project scope : Successful closure of a Series-A fundraising round, raising USD 5 million for a strategic partnership project between Bukalapak and Crewdible. This collaboration aims to revolutionize supply chain operations by leveraging the expertise of Crewdible, a leading supply chain operations enabler. The primary objective of this partnership is to enhance performance by achieving an error rate below 0.5% while significantly reducing the end-to-end supply chain costs from 40% to 10%

.Project duration : 6 months (April 2022 – Oktober 2022) 15. Downstream Supply chain cost reduction at batamindo Project scope : The project aims to reduce costs, optimize logistics, and improve efficiency in the downstream supply chain at Batamindo, an agriculture company. By matching basket sizes with the most suitable logistics mode and developing a hub transit point, the project targets a significant efficiency increase of 50-75%. This initiative will streamline operations, reduce transportation costs, enhance delivery accuracy, and improve customer satisfaction. Through careful analysis, route optimization, and process refinement, the project will deliver cost savings while maintaining product freshness and quality.

Project Objectives:

a. Cost Reduction: Reduce transportation costs by aligning basket sizes with the most efficient logistics mode.

b. Logistics Optimization: Optimize logistics operations by identifying suitable transportation modes based on basket sizes and delivery requirements. c. Hub Transit Point Development: Establish a central hub transit point to consolidate shipments, streamline operations, and improve delivery efficiency. d. Customer Satisfaction: Enhance customer satisfaction through improved delivery accuracy, timeliness, and quality.

Project Tasks and Activities:

a. Basket Size Analysis:

Analyze historical data and customer preferences to determine the range of basket sizes prevalent in the downstream supply chain.

Classify basket sizes based on volume, weight, and product types to identify appropriate logistics modes.

b. Logistics Mode Selection:

Evaluate different transportation modes, such as motorcycles, vans, trucks, or other options, based on their capacity, cost-effectiveness, and delivery requirements. Match basket sizes with the most suitable logistics mode, considering factors such as transportation costs, product fragility, and delivery timelines. c. Hub Transit Point Design:

Assess the geographic location and operational requirements for establishing a hub transit point.

Determine an optimal hub location, considering proximity to suppliers, customers, and transportation infrastructure.

d. Hub Operations and Processes:

Develop standardized processes and protocols for receiving, sorting, and consolidating shipments at the hub transit point.

Implement efficient inventory management and order fulfillment systems to streamline operations and facilitate timely deliveries.

e. Route Optimization:

Conduct route optimization analysis to identify the most efficient routes between the hub transit point, suppliers, and customers.

Utilize route optimization tools and techniques to minimize travel distances, reduce delivery times, and optimize resource utilization.

f. Cost Analysis and Financial Evaluation:

Conduct a comprehensive cost analysis comparing the current supply chain costs with the proposed logistics optimization and hub transit point model. Evaluate the financial impact of the cost reduction measures and logistics optimization, calculating the return on investment (ROI).

g. Pilot Implementation:

Implement a pilot project to test the effectiveness of the basket size matching, logistics optimization, and hub transit point development strategies. Monitor and evaluate the pilot project's performance, including cost savings, efficiency improvements, and customer satisfaction.

h. Full-Scale Implementation:

Based on the pilot project results and lessons learned, refine and expand the basket size matching, logistics optimization, and hub transit point model throughout the downstream supply chain.

Train and educate relevant personnel on the new processes, logistics mode selection criteria, and hub operations.

Project Deliverables:

a. Basket Size Analysis Report: Document summarizing the basket size analysis, classification, and logistics mode selection criteria.

b. Hub Transit Point Proposal: Detailed proposal outlining the location, design, and operational processes for the hub transit point.

c. Route Optimization Plan: Plan detailing the optimized routes and transportation schedules between the hub, suppliers, and customers.

d. Cost Analysis Report: Comprehensive analysis comparing costs between the current supply chain model and the proposed logistics optimization and hub transit point model. e. Pilot Project Evaluation: Assessment report summarizing the outcomes, challenges, and improvements observed during the pilot implementation. 1. Head of Project Supply Chain Downstream (Batamindo green farm an Agriculture hydroponics farm company - Project Basis) Role and Responsibilites

Position Summary:

The Head of Project Supply Chain Downstream at the agriculture company is a senior leadership role responsible for overseeing and managing the supply chain activities related to downstream operations within specific projects. This position plays a vital role in building and developing the downstream supply chain ecosystem, excluding procurement, to ensure efficient flow and delivery of agricultural products. The Head of Project Supply Chain Downstream collaborates with cross-functional teams, stakeholders, and external partners to establish and optimize downstream supply chain processes, systems, and relationships, with a focus on project-based initiatives.

Key Responsibilities:

1. Strategic Planning: Develop and execute the strategic vision and objectives for building the downstream supply chain ecosystem within specific projects, aligning with overall project goals and the company's agricultural business strategies. 2. Project Management: Lead and manage all supply chain activities related to downstream agricultural operations throughout the project lifecycle, including transportation, storage, processing, packaging, and distribution of agricultural products. 3. Stakeholder Collaboration: Engage and collaborate with internal stakeholders, project teams, and external partners, such as farmers, processors (Packing, distributors, retailers

(Sales team), and logistics providers, to establish and optimize the downstream supply chain ecosystem.

4. Process Development: Design and implement efficient downstream supply chain processes and systems, tailored to the specific project requirements, to ensure smooth flow and delivery of agricultural products from farm to consumer. 5. Quality Assurance: Establish and implement quality assurance processes, standards, and procedures to ensure compliance with industry regulations, product safety, and quality requirements throughout the downstream supply chain. 6. Distribution and Logistics: Oversee the transportation and distribution activities, including route optimization, warehouse management, order fulfillment, and customer delivery, to ensure timely and efficient delivery of agricultural products to customers. 7. Performance Monitoring and Improvement: Establish key performance indicators (KPIs) to track and evaluate supply chain performance within the project, identify areas for improvement, and drive operational efficiencies, cost reductions, and process optimization. 8. Sustainability and Compliance: Ensure compliance with environmental regulations, sustainable sourcing practices, and ethical standards within the downstream supply chain, promoting sustainable and responsible agricultural practices. 9. Budget and Cost Control: Develop and manage the downstream supply chain budget for the project, monitor expenses, identify cost-saving opportunities, and implement cost control measures while maintaining product quality and customer satisfaction. 10. Team Leadership: Build and lead a project-specific supply chain team, including logistics coordinators, quality assurance specialists, and warehouse staff, providing guidance, mentorship, and support to foster a culture of collaboration, continuous learning, and innovation within the project context.

2. Head of Operation (Crewdible PT Duta Daya Digital) Role and Responsibilites

1. Direct reported to Chief Operation Officer (COO) for responsible whole operations function departement including Operations partnership and business strategy, micro-fulfillment warehouse (Own operate and partner operate), macro fulfillment warehouse (Own operate) and Logistics. 2. Responsible for Annual budget and PnL control of operations department 3. Designated grand strategy for micro-fulfillment operations (Planning and controlling strategy) in order to have seamless operation running, controllable

,flexible and provide high quality fulfillment SLA standard. 4. Responsible to build projection and prepare macro- fulfillment warehouse for provide seller SME growth from SFT (Small Full time) GMV bellow 500 mio per month to LFT (large full time) GMV more than 500 mio per month also specialty corporate client project.

5. Responsible to ensure warehouse partnership acquisition system provide qualified,committed and reliable partner.

6. Build, deployment and control warehouse traffic algorithm based on end to end fulfillment performance parameter are working out effectively, in order to create healthy and competitive biz ecosystem.

7. Responsible to ensure warehouse partner revenue gini coefficient bellow 0.3 gini coefficient score.

8. Responsible for fulfillment operations KPI achieved as bellow indicator Onboarding rejection rate bellow 5%

Inbound lead time bellow 15 minutes

Outbound lead time bellow 1 hour

Outbound overdue max 0.5%

Fulfillment partner chat responsiveness below 5 minutes Zero fulfillment complaint

2. Operation Center Warehouse Senior Manager (JD.ID PT Ritel Bersama Nasional)

1. Responsible for daily storage outbound, storage Inbound management and ensure the quality of daily operations.

2. According to the company's strategic requirements (OKR), conduct formulation monthly, quarterly, and annual targets in the warehouse. 3. Formulate future research and development plans in the warehouse, and lead Warehouse's staff to reach the predetermined targets. 4. Improve warehouse storage efficiency & quality, reduce the cost in the warehouse 5. Responsible for training the latest processes and systems issued by the company, and formulating internal processes and systems of the department 6. Recruitment and training the subordinates ability for improvement 7. Strictly respect the company rules and regulations, and appropriately exuction the management rights granted by the company.

8. Coordination with reated parties to support boosting GMV, Reducing overall E2E operational cost, and increase SLA through utilizing initiatives on JDP (JD partner), starting from acquisition until operation collaboration. 3. Area Manager (PT. Jembatan Akar Teknologi /Rootbridge Pte,Ltd) 1. Managing on warehouse and transportation to ensure operation in smooth manner in order to achieve 10x GMV in part of company OKR.

2. Initiate, create, develop and deploy logistics grand strategy refer to business plan from 1st mile until last mile process to obtain optimize logistics cost. 3. Explore and Collaborate with local logistics partner to handle multi project item destination of last mile process to obtain best delivery quality service (ontime in full and zero failed delivery) and also find best vehicle type in order to obtain best cost model

(optimum) within ULA and partner at the certain level volume (cost per drop or dedicated).Role and Responsibilites

4. Designing fulfillment centre strategy, develop and challenge the flow process through SOP on the ground to handle multi modelwarheousing process (inbound receiving and QC, picking, cross dock and sorting process)

5. Designing develop and deploy SOP to interested parties (warheouse and logistics partner) to meet with ULA's quality standard in order to achieve customer satisfaction. 6. Maintain and KPI monitor Achievements through KPI tracker utilize Power BI dashboard to ensure all process having meet with the ULA's quality standard. 7. Initiate and communicate Improvement program which obtain from KPI monitoring result to giving more better service and optimize cost.

8. Set capacity planning and SOP in inbound, inventory, outbound process in order to achieve KPI

9. ensure fleet optimization route and utilization 10. Coordinate with sales team to ensure order fulfillment and all special customer

(ULA Premium) requirements are accommodate in certain operation capacity 11. Coordinate with project team related expansion project (area and product category)

4. Area Manager (PT . Reka Cakrabuana Logistics) March 2020 – April 2020 To lead the organization and ensure that Qrim Express in East Java area maximizes the full growth and profit potential. Delivering Qrim’s marketleading services in accordance with the Mission Statement and Qrim’s Company strategic objectives to our customers.

Commercial & Marketing

a. To achieve sales target from B2C and C2C sales channels : Key Account, Relationship

& Direct Sales (Cash/Service counter & Telesales)

b. Identify & penetrate on business development - Customer Portfolio Management c. Business Forecast & Planning

d. Identify & conduct marketing events / activities. Operations & Services

a. To achieve operational KPIs both on Gateway & Service Center Operations and maintain Qrim Express standard level of services.

b. Build top level authorities relationship to achieve operational excellence. c. Operations quality & cost management

d. Vendor sourcing & management

e. Communication with operations network.

f. Sub Branches management ( Own Courier Depos & agencies East Java Area) Finance

a. Weekly Agen/Service Counter (SC) Sales Outstanding Management Human Resource & People Management

a. To maintain/achieve high score of employees satisfaction survey b. To set KPIs, and employees performance appraisal c. Identify and conduct people development and training new employees recruitment

(interview & decision)

5. Non Metro and Network Planning Manager (PT . Reka Cakrabuana Logistics) February 2019 – February 2020

1. Responsible for all shipment FCL/LCL or LTL/FTL to all domestic destination by air freight and sea shipping.

2. Responsible for monitoring and liase shipment in rural area with 3PL, including evaluation and setup new project (next Day, same day and instant shipment) 3. Manage the daily operations of all of the hubs through supervision of dispatchers, supervisors, leads and all hub staff Expand the network throughout the country by opening branch offices, establish cooperation and liase with local players. 4. Ensure all of KPI (leadtime/SLA, productivity, Cash accuracy,ontime delivery performance) achieved through effectively and efficiently strategy management. 5. Responsible for east java branches outside in last mile delivery/pick up package and Maintain control of the COD process and oversee delivery staff compliance and accurate reconciliation of cash.

6. Developing Monitoring for accurate decision making of number of courrier, sorter staff, leader consider productivity and SLA through dashboard business intellegent using Microsoft Power BI .

7. Keep maintain HSSE and 5S Implemented consistently across all of branch non metro HUB

6. Warehouse Supervisor (Lazada e-Logistics Indonesia) January 2018 – January 2019

Inbound Departement (January 2018 – September 2018) 1. Conduct time study and work measurement of unloading and receiving activity to determining capacity plan.

2. Determining capacity planning including total manpower and total inbound station used to achive and meet with inbound target KPI’s (Inbound productivity, unloading and receiving productivity, inbound backlog, and same day dayinbound).

3. Developing inbound department learn and growth prespectives through identifiy training need and conduct it into inbound personel to support and enhance inbound personel knowledge.

4. Lead briefing session daily or weekly basis to socialize incoming planning and scenario to finished that, KPI’s target, SOP, Role and responsibility of each personel to keeping awareness of inbound personel. 5. Inbound KPI’s Monitoring and determining planning of action taken

(counter measure) to increasing and keep maintaining inbound performance as well.

6. Communicate through analysis result presentation in weekly basis to senior manager regarding KPI’s monitoring and action taken planned to discussed further according to determining risk and potentially improvements.

7. Initiate System Bugs or Problem reporting in Inbound WMS System through ali-ticket.

Inventory Departement (October 2018 – January 2019) 8. Arrange and established inventory strategy including : Cycle count planned scheduling to achieve KPI target of 30 days CC compliance 100% considering total manpower and knowledge need to do that to achieved cycle count productivity as well.

Storage optimization through grouping 1 location – 1 manufacturing barcode by scheduling zone and location movements to accelerate picking and putaway process, in order to achieve picking and putaway productivity. Arrange and proposed analysis discrepancy mananagement to senior manager in order to monitoring and achieved inventory accuracy 99,5 %, and 0,1% order cancellation. 9. Developing inventory department learn and growth prespectives through identifiy training need and conduct it into inventory personel to support and enhance inbound personel knowledge.

10. Lead briefing session daily or weekly basis to socialize incoming planning, order forecest, WH Transfer and scenario to finished that, KPI’s target, SOP, Role and responsibility of each personel to keeping awareness of Inventory personel. 11. Inventory KPI’s Monitoring and determining planning of action taken (counter measure) to increasing and keep maintaining inventory performance as well. 12. Communicate through analysis result presentation in weekly basis to senior manager regarding KPI’s monitoring and action taken planned to discussed further according to determining risk and potentially improvements. 13. Initiate System Bugs or Problem reporting in Inventory WMS System through ali-ticket. HSSE Departement

14. Health and Safety legal compliance updating to monitored implementation HSE meet with government regulation.Development health,safety and security program and promotion in warehouse in order to development compliance with regional internal enterprise standard and developing personel awarness 15. Ensure the all of safety equipment (Personal protective equipment, Fire extinguisher, First aid equipment) ready to use and in good condition. 16. Proposed HSSE meeting and safety committee meeting (P2K3) to senior manager to discussed and evaluation in order to review implementation program. 17. Ensure HSSE KPI’s including leading and ledging indicator has been achieved and communicated

18. Envolve as internal auditor to IMS audit trail in Lazada warehouse south east asia 7. PPIC Manager (PT Kembang Bulan Group) August 2017 – November 2017 1. Generating Master Production Schedules and Manufacturing Orders, forecasting inventory requirements,optimizing inventory levels as well as helping the organization evaluate and implement an inventory management ERP system 2. Work closely with Marketing, Merchandising, Operations and Finance Teams to plan and monitor inventory levels

3. Review sales forecasts, customer demands, and schedule production batches based on inventory levels and production lead times

4. Take part in the logistics planning and or contracting for raw materials, WIP and finished product

5. Optimize inventory levels and working capital while supporting targeted customer service levels.

6. Schedule and direct Production Planning Meetings and track production performance to schedule.

7. Coordinate production material requirements with Merchandising / Operations teams to assure adequate inventory of raw materials and packaging components 8. Analyze capacity and resource requirements and coordinate necessary adjustments

Contact this candidate