Supply Chain Project Management

**** ******* **** • Bartlett, TN - ***** • 901-***-**** • ************@*****.***

HIGHLIGHTS OF QUALIFICATIONS

Strategic Long Range Planning Client Relationship Management

Operational & Production Management Transportation/Logistics

Development/Adherence of Operational Procedures Budgeting & Demand Forecasting

Multi-level Staff Development Change Management

Process Innovation Organization & Time Management

Strong Oral & Written Communication Skills Strategic Sourcing

Easily Understands & Communicates Complex Processes Project Management

Oracle Based / End-to-End Supply Chain Assets & Materials Management

MARC, Vantage, KBM & SAGE ERP Systems Lean-Six Sigma Black belt

APICS/CPIM Certification Purchasing & Finance

PROFESSIONAL EXPERIENCE

Medtronic

Operational Excellence 10/2023 - Present

Managed content at the Green Belt level to implement across Airways, consisting of:

oDMAIC Implementation

Improved and Trained on new TIER boards for Airways facility.

oStandard across all US facilities

Safety Project

oInitiated and Designed needed improvements for Airways

oEstablished $250K savings by re-purposing inventory already in use

Established process for Gemba walk on daily basis with report out and follow-up

International main point of contact for Operational Improvements and Quality Improvements

oOn Time Percentage - Improvement from <60% to ~96.5%

oImproved Process Flow

oImplemented new HU Audit tool

oDesigned Tool for Tertiary audit of Outbound to ensure the VOC is satisfied

PROFESSIONAL EXPERIENCE

Barrett Distribution

Director, LEAN Operational Excellence 6/2021 – 10/2023

Implemented Six Sigma Processes for Design Improvement. Worked with all departments to find opportunities of waste and implement corrective action plan

Created Content at the Green Belt level (Savings of $55K by writing myself) to implement across 26 Facilities, consisting of:

oLEAN Process Mapping

oMeeting & Team Effectiveness

oData Analysis

oDMAIC Implementation for C.I Project

Initiated for the first time at Barrett a Tertiary Approval for all Projects by Finance

oEnsured all Savings were validated and as with LEAN we are an open book to all Data and this further instilled that Culture

Year one of Implementation I was able to justify savings of $1.75M against a goal of $1.0M.

Ability to decipher road blocks, process objectives, and explain in detail next steps with the team and leadership

Extremely detailed with an innate ability to follow up and follow through with detailed timelines

Mahaffey USA

Director of Process Engineering 6/2020-6/2021

Implemented Six Sigma Processes for Design Improvement. Worked with all departments to find opportunities of waste and implement corrective action plan

Developed SME (Subject Matter Expert) Initiative to thin out training resources and promote standardization across the Enterprise

Taught and Promoted LEAN Six Sigma policies within corporate training program:

oLEAN Process Improvement

oMeeting & Team Effectiveness

oData Analysis

Project Manager assigned to implement Oracle ERP system to replace 4 existing systems

oInterview associates and Team Leaders for Design Modifications

oDocument “Current State” as to intelligently determine where we are vs. where we need to go

oImplement Process from server-based technology to Cloud based

Strong ability to meet with project leaders and develop timelines to have a successful turn-a-round with the new ERP system

St. Jude Children’s Research Hospital / ALSAC

Senior Director, Supply Chain 5/2017-6/2020

Provide leadership, oversight and guidance to ALSAC Supply Chain management and technical team

Responsible for cost reduction initiatives exceeding of $2.2MM with respect to procurement, outsourcing

Managed and mentored team responsible for, client relations, order fulfillment, commodity storage, transportation services, supplier management, supplier planning, sourcing, metrics and optimization

Develop Supply Chain standards, policies and work processes to support company standards

Drive execution and continues improvement to improve efficiencies

Interviewed global Supply Chain Consultants to determine best fit for ALSAC to help build a “Best in Class” Supply Chain Department

St. Jude Children’s Research Hospital / ALSAC

Six Sigma Black Belt / Analytics 6/2013-52017

Planned, developed, implemented and led successful Lean Six Sigma projects, resulting in $3.5MM reduction in production costs

Mentored 40+ of Green & Yellow Belts through the certification process

Created and implemented QOR (Quarterly Operations Review) production metrics

Liaison with Systems, Technology and Process Engineering

Developed Value Stream Management techniques, documented strategic process value streams

Responsible for divisional analytics with respect to forecasting and operational metrics

Wise, Division of D. Canale Memphis, TN 4/2011-4/2013

Executive Director, Supply Chain & Operations

Managed all aspects of six manufacturing and distribution centers (600K sq. ft.), serving four segments-retail, consumer, OEM and industrial

Successfully led a cross-functional team of 13 non-exempt direct reports responsible for all day-to-day operations at manufacturing and distribution locations

Implemented weekly cycle count procedures for all six manufacturing locations, improving accuracy for planning and scheduling

Instituted highly effective safety and training programs for manufacturing

Established processing for ERP planning improving overall job flow allowing accurate pricing and true cost

Consolidated manufacturing plants to utilize base rates, reducing transportation spend

Thomas & Betts Corporation 2/2009-4/2011

Materials/Operations Manger

Responsible for materials management function within a 230K sq. ft. manufacturing facility with accountability for 75% of facility budge ($26M)

Utilized lean project management tools to facilitate key supplier conversions to the internal pull system, which contributed to a 37% reduction in raw and WIP inventory levels.

Led a cross-functional team to drive operational efficiencies and purchasing concessions culminating in a $1.1M bottom line improvement.

Directed a component validation initiative that resulted in manufacturing cycle time reductions of 5 days for stock items and 15 days for make-to-order items.

Mimeo.com 4/2005-2/2009

Director, Materials

Responsible for materials management function in support of on-demand manufacturing process, with oversight of global procurement, inventory, transportation, and plant engineering departments.

Managed 750 SKUs, while achieving 11 inventory turns with count accuracy levels exceeding 98.5%.

Negotiated multi-modal freight contracts that incorporated service requirements associated with on-demand manufacturing model while securing earned discount rebates netting $75K annually.

Integrated pull methodology within planning and scheduling process, which reduced perpetual inventory by $450K (40%) in first 18 months.

Sourced and implemented ERP system with WMS functionality, eliminating half of accounting systems while maintaining real-time, perpetual updates to the GL.

Caboodles Cosmetics 4/2004-4/2005

Director, Operations

Responsible for supply chain management of cosmetic inventory through procurement via contract manufacturing, with oversight of forecasting, scheduling, and transportation departments.

Managed relocation of distribution center from Vancouver to Memphis, which included facility design, WMS selection/implementation, staffing, and inventory transition.

Negotiated freight contracts with scheduled runs, which reduced transportation costs by 35%.

Converted all active SKUs to a full turnkey environment, which reduced procurement costs by 4%.

Established consignment agreements with suppliers and rationalized BOMs, which reduced perpetual inventory by 45%.

Thomas & Betts Corporation 2/1996-4/2005

Materials/Operations Manager 4/2001-4/2004

Responsible for the materials management function within a 1M sq. ft. distribution center, with oversight of forecasting, receiving, inventory control, and national returns departments.

Supervised 4 area managers and 130+ associates.

Implemented a WMS package (MARC) with a min/max system to regulate inventory through a pull environment.

Spearheaded initiative to incorporate lean operational principles, including facility-wide training and process documentation.

EDUCATION

The University of Memphis, Memphis, TN

Bachelor of Business Administration, (Logistics Major)

Minor in Bachelor of Science; Electrical Engineering

Lean Six Sigma, Memphis, TN

Master Black Belt

CPIM

Certified Production Inventory Manager

APICS, Memphis, TN

Professional Member

References

Available upon request

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