Supply Chain Management

JORDAN FOWELL, MBA

********@*****.***

281-***-****

SUMMARY

Experienced professional with 13 years in the Oil & Gas Industry, including 7 years of specialized expertise in Supply Chain Management. MBA graduate with concentrations in Supply Chain Management & Process Improvement. Proven expertise in S&OP implementation, demand and supply planning, change management, and cross-functional alignment. Adept at optimizing operations and driving efficiency within complex environments. EDUCATION

MASTER OF BUSINESS ADMINISTRATION August 2021 – December 2023 SUPPLY CHAIN MANAGEMENT & PROCESS IMPROVEMENT – GPA: 4.0 o University of Houston-Downtown, Marilyn Davies College of Business, Houston, TX

BACHELOR OF LIBERAL ARTS IN PSYCHOLOGY June 2011 o University of Houston Main Campus, Houston, TX

PROFESSIONAL EXPERIENCE

STRATEGIC PLANNING MANAGER June 2024 – May 2025

TECHNIPFMC

As Strategic Planning Manager over subsea EPCI services operations in North America, I received the opportunity to successfully implement a robust S&OP process that was previously non-existent in the services department. Beginning with restructuring demand collection tactics and redirecting the information flow from internal stakeholders, a demand plan was born, thus enabling strategic analysis and planning of project scopes to be entered in the Master Production Schedule. Leading a team of two Strategic Planners, I designed a process that facilitates the connection between long-term, mid-term, and short-term planning horizons, as well as distinguishing the roles and responsibilities within each planning horizon.

Responsible for process design and implementation of demand and supply planning management.

Maintained cadence of S&OP meetings and activities to collect information, analyze risks and opportunities, and align expectations between Commercial, Project Management, Operations, and Executive Leadership.

Educated internal stakeholders on the process design, purpose, and vision of Strategic Planning, engaging in MOC.

Held collaborative brainstorming meetings to gain insight and buy in from critical stakeholders in the conceptual design of the overall sales & operations planning process, contributing to content of local operating procedures.

Published document outlining the local standard operating procedures for Project Managers to establish a CCDD

(Customer Contracted Delivery Date), including a RACI matrix detailing the roles and responsibilities involved.

Published document outlining the process and concept of a single source of demand repository, as well as implementing time buffers into our external and internal date commitments, thus initiating change management.

Facilitated cross-functional collaboration among Project Management, Planning, Procurement, and Operations to align departmental activities, clarify accountability, and ensure timely execution of critical project milestones.

Designed collaborative process for evaluating and prioritizing opportunities in the demand plan to be entered into the project planning phase in preparation for shop floor execution.

Ensure the design of local strategic sales and operations planning procedures align with global standards.

Collaborate with Global Planning to inform what is working well locally to evaluate potential for global adoption.

Collaborate with market analysts to identify industry trends and inform long-range planning strategies.

Extend demand visibility by integrating data from multiple sources and applying statistical forecasting methods, including analysis of historical sales, market trends, & high-level discussions between Sales & external customers.

Work with resource owners (Engineering and Shop Floor Execution) to establish standard work templates with activity durations for each type of service scope performed, for the purpose of reliable planning and execution.

Incorporated digital aspect to visual management of Obeya project planning rooms, facilitating the PDCA process of tracking the “Clean Start” status of service scopes being prepared for shop floor execution. DEMAND & SUPPLY PLANNING MANAGER (FCC) July 2023 – March 2024 KETJEN CORPORATION

As the S&OP Leader and Product Owner for the FCC business line at Ketjen Corporation, overseeing a yearly revenue of

~$540MM, I successfully exceeded the end-of-year inventory reduction target by ~$4MM, achieving actuals of $76MM against a target of $80MM, and reduced slow-moving inventory by 37.5%, from $16MM to $10MM, through strategic inventory management initiatives. Also mitigated the loss of two weeks of production capacity by strategically reallocating production and planned downtime to periods with available capacity, thus optimizing production schedules. Furthermore, successfully mitigated silo/storage capacity shortages by promptly collaborating with Sales to obtain customer approval to accept early or late deliveries. In addition to these accomplishments, below are some key aspects of my role:

Responsible for alignment of all business units: Sales, Business, Production, Operations, Finance, & Executive.

Spearheaded the alignment and consensus between all business units on current picture and future state at the end of each monthly cycle.

Led discussions while presenting current demand & supply projections in weekly S&OP meetings.

Engaged in the strategic balance of supply with customer demand, accounting for stock on hand and capacity constraints, as part of standard Sales and Operations Planning practices.

Coordinated with plants in Amsterdam and Bayport to support operations and manage global demand and supply of made-to-order FCC catalyst chemicals in large volumes (kMTE).

Directed weekly SOE meetings with plants to discuss production needs, current constraints, planned maintenance/downtime, equipment failures, current month sales order to demand ratio, execution & action items.

Accountable for the entire S&OP cycle, including reporting forecast accuracy and volume attainment metrics.

Performed regular in-depth analyses in identifying and understanding reasons for fluctuations in demand, supply, revenue, inventory, volume variance, OEE (operational equipment efficiency), and forecast accuracy.

Heavy use of SAP & IBP (Integrated Business Planning) for the purpose of demand input that feeds directly into the monthly supply planning needs (after review with Business for consensus on current demand picture).

Substantial use of Analysis add-on for extraction of data via superquery reports for the purpose of reporting sales actuals (both aggregated & at customer level), production actuals, inventory levels & full year revenue projections.

Responsible for leading monthly slow-moving inventory meetings with action owners to discuss progress and opportunities in reducing slow-moving inventory levels that directly affect free cash flow.

Raised flags as potential risks presented themselves, ensuring proper mitigative actions, such as ordering extra raw material to stay ahead of Red Sea delays and evaluating the need for airfreight when lead times are pressed.

Obtained consensus and approval when necessary to pre-produce for demand that has yet to see a PO, such as during lengthy contract negotiations.

Set KPI’s, such as establishing standard practice to maintain 1 month of Safety Stock on hand, as well as strategically selected inventory for potential inclement weather events affecting plant production.

Tracked monthly and yearly performance to compare against established AOP targets for the current year. DEMAND & SUPPLY PLANNER May 2019 – July 2023

CAMERON, A SCHLUMBERGER COMPANY

As Surface Demand & Supply Planner at Cameron, I managed demand forecasting for surface wellhead equipment across regions including S. Texas, E. Texas/Louisiana, and N. East United States, overseeing volumes exceeding $40MM per quarter. Accomplishments include improved cash flow through utilization of in-house raw material and slow-moving inventory to eliminate holding costs and prevent external procurement activities, as well as negotiating with vendors to drive down costs and increase margins via tactics such as volume forecasting discounts, competitive bidding, relationship leveraging, vertically integrating, and bundling of products and services, with the purpose of filling internal supply gaps with short-term suppliers. Additional accomplishments and responsibilities include:

Leveraged short lead time requests & high expedition costs by pressing Sales for higher sales price to customer.

Achieved cost savings by identifying substitute products to meet unanticipated short-term customer needs.

Analyzed and interpreted historical data in SAP & IBP such as customer consumption behavior of product lines to support data-driven decisions for betterment of business planning.

Analyzed customer schedules, product lead times, and profitability factors affecting “make” or “buy” decisions in planning and procurement of equipment, with focus on On-Time Delivery and Total Cost of Ownership Principles.

Managed supplier relationships with adherence to fair quoting practices, categorizing vendors into one of three tiers, in some cases vertically integrating operations (stocking plan) to streamline supply for ongoing demand.

Engaged in local sourcing and procurement of urgent equipment needs with short lead times for customers.

Employed strategic planning to avoid incurring unnecessary cost, labor, & production time in supplying products to customers, such as pushing for consensus on utilization of TLAs (top level assemblies) built at distribution center.

Managed multifaceted projects through alignment of lead times between external and internal manufacturers, overseas transit, and final assembly and inspection of complex equipment.

Mitigated impacts of unforeseeable needs by maintaining optimal levels of Emergency and Safety Stock.

Directed seamless transition of MN-DS systems to latest ADAPT-NST/IND systems for customer forecasts across multiple regions.

Managed logistics of intracompany asset movements while avoiding excessive freighting.

Implemented continuous improvement of inventory tracking and asset categorization for more precise planning.

Presented financials and asset utilization to internal stakeholders in monthly regional S&OP meetings, including accuracy of demand planning versus revenue actuals.

Facilitated implementation of IBP technology to integrate with current business processes, improving overall scope of planning, financial reporting, asset categorization, and inventory management.

Collaborated across multiple fronts (Supply/MFG, DC, field, ENG, vendors, resource & ops managers, finance controllers, vendors, field service techs) to bring projects together on time or in advance.

Generated EWRs (Engineering Work Requests) to support sales and operations, such as creation of part numbers for equipment with new design.

MRP PLANNER April 2018 – April 2019

CAMERON, A SCHLUMBERGER COMPANY

SAP ERP oversight – monitored MRP planned order reports in SAP, executed orders as necessary, as well as actioned MRP exception message reports (i.e., schedule in’s, cancellations, etc.) to guarantee On-Time Delivery, establishing a schedule for the prioritization of the overall production plan of the first 90 days of forecasting.

Executed HOT orders by working directly with vendors for RFQs & expedition of urgent equipment needs in field.

Generated EWRs and material/PN substitution requests to supply customers.

Excelled in responsibilities of ERP management in assigned regions, resulting in promotion to role of Surface Demand Planner.

RENTAL CONTRACTS MANAGER August 2012 – April 2018

CAMERON, A SCHLUMBERGER COMPANY

Performed contracts management & SAP ERP billing to customers operating in the Permian Basin & Haynesville.

Collaborated with finance on expected monthly/quarterly revenue, ranging anywhere from $9MM-$15MM per month in frac and flowback rental equipment for the Permian Basin and Haynesville Shale regions.

Coordinated with field personnel assuring adherence to billing procedures & requirements for contracts.

Maintained price books for major operating customers and monitored adherence to contract pricing.

Reconciled discrepancies in terms of contract pricing to ensure billing and prevent invoice rejection by customer.

Coordinated revenue accruals with financial controllers, issuance of credit memos to customers, & reporting to collections when necessary.

TECHNICAL SKILLS

SAP IBP SAP S4 Hana SAP R3 Optimus Excel P6 Primavera PowerPoint Microsoft Teams PowerPoint CORE COMPETENCIES

Strategic Planning S&OP Leadership Inventory Management Demand & Supply Analysis Lean Six Sigma ERP/MRP Vendor Relations Forecasting Production Planning Contract Negotiation Project Management CERTIFICATIONS

CPIM – ASCM/APICS, Association for Supply Chain Management In Progress, expected completion Aug 2025 RELATED EXPERIENCE

BUSINESS OWNER & OPERATOR

Brazilian Joe’s Restaurant November 2018 – July 2020 Brazilian Joe’s Food Truck November 2016 – July 2020 LANGUAGE SKILLS

Spanish

Portuguese

VOLUNTEER EXPERIENCE

Houston Livestock Show and Rodeo Volunteer – Horsepitality Committee March 2013 – Present

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