• Supply Chain consulting practice specializing in S&OP implementations, Project Management, Processing Mapping, and Supply Chain Planning improvements

• Built out demand planning team and process, including introducing statistically demand planning with the implementation of ForecastPro demand planning tool
• Led the implementation of S&OP for both the Retail and Commercial business units, being the change agent to evolve behaviors to effectively leverage the monthly process
• Designed and implemented the first SMOG inventory reserve process for the company, gaining external auditors' approval on the process
• Provided hands on supply planning support and process overhaul for a struggling plant; cleared a significant sales backlog and partnered with Operations to ensure performance improvement plan was sustainable
• Implemented first inventory policy for the company, initially reducing inventory by 20%, with plans in place for another 5% reduction by year end

• Created a new Business Process Organization group for Supply Chain Planning. This team serves as the liaison between IT and the business, and is responsible for technical trainings, process improvement ideations and implementations, and process CI
• Lead both the Supply Review and Demand Review pillars of S&OP in a global S&OP reimplementation. Responsible for obtaining global alignment on the content and ways of working as well as implementing RCCP and assumption-based forecasting
•Work stream lead for APO Demand Planning implementation, leveraging customer and product hierarchies to support the business while optimizing planner efficiencies
•Instrumental in evolving team from one to eight FTEs, increasing team’s impact and accountability throughout the organization
•Key contributor to all stages of the S&OP process, including Demand Clinics to drive consensus forecasting, Supply/Demand/Innovation Reviews, and Executive Report Out.

• Responsible for the forecast accuracy of the Jimmy Dean and Bakery business within Hillshire Brands
• Drove monthly volume consensus with the Business Unit, Customer Marketing, Finance, and Supply Chain
• Identified volume concerns and represented the Supply Chain in the S&OP process
• Motivated and coached the demand planning team as well as the cross-functional team through demand hierarchy and planning process overhaul

• Project lead on the JDA 7.8 Upgrade project, driving towards an on-time and under budget launch
• Communicated with Senior Management and the entire planning community regularly to enhance awareness of the project, and to gain buy in of the solution
• Developed and implemented a project status scorecard that succinctly displayed project milestones, concerns, roadblocks, and escalations
• Proactively worked with the consulting team to ensure risks were identified and mitigation plans are in place
• Implemented a robust communication and testing plan between the business modelers and IT support team to enhance and streamline working relationships

• Provided the strategic vision for 55 associates in four locations, balancing service, inventory, cost, and margin to drive business decisions
• Achieved a service level of 98.4% in 2011 in the face of significant forecast outlier challenges
• Managed inventory totaling $93MM, collaborating with Marketing to develop plans for slow moving items
• Drove agility through constant review of lead times, fostering out-of-the-box thinking to increase responsiveness without adding to inventory
• Developed quarterly supplier reviews to discuss KPI performance, cost saving initiatives, lead time reduction opportunities, and new product launch readiness
• Through the S&OP process, drove business decisions to most effectively balance conflicting KPIs

• Achieved a service level of 99.6% while also closely managing inventories totaling $20MM
• Developed the Materials Manager position within the Planning team. Liaised with Sourcing, New Product Development, Finance, and other key functional partners to demonstrate the value of this supplier relation role
• Established a Strategic Profiles process, providing additional focus on products critical to our business.
• Overhauled the New Item purchasing process, streamlining buying decisions and allowing for Marketing input on upside potential. Partnered with suppliers to minimize inventory investment while ensuring increased demands would be met
• Ensured the outsourcing of our products from in house manufacturing to Co-Packers as well as Avon China and Avon Mexico had little impact to the business

• Reviewed and improved the Personal Care Liquids (PCL) sourcing and distribution network, which consists of three categories, six brands, four internal plants, two strategic co-packers, and nine distribution centers

• Managed the 2 team leads and 16 planners responsible for planning and scheduling the Morton Grove Manufacturing Facility as well as the planning of all Co-Packers and Beauty Purchased Finished Goods
• Served as the Global Avon Lead for designing, testing, and training the JDA Master Planning module
•Achieved a 50% reduction of average excess inventory received per week

•Achieved an average of 15% savings through negotiations, supplier collaboration, and volume leverage
•Led cross-functional Team Value Management team in benchmarking and identifying Best In Class uses of equipment; Eliminated 20% waste in future program assumptions
•Responsible for managing and negotiating exterior trim parts on current and future model SUV programs. Over $25 million in savings achieved in one year
•Worked closely with suppliers, engineers, finance, and quality groups to guarantee quality and cost efficiency and led troubleshooting efforts associated with capacity and delivery issues