Alternate Terms: Warehouse Management, Warehousing
Leading National Health Care Provider
Served as Interim Director of Supply Chain Operations for Southern CA. Managed supply chain supporting 13 hospitals and 145 medical clinics. Responsible for management of internal / external regional courier activity, 480+ vehicle fleet, 100K sq. ft. records retention facility and print services. Led staff of 165+ employees with an operating budget exceeding $30M annually.
Implemented policy / procedure changes and tool improvements that increased available space at records retention facility by 31% of capacity, allowing company to avoid a $5.4M overflow storage expense.
Leading US Food and Drug Retailer
Led effort to select next generation Warehouse Management System (WMS) for use at company’s 25+ DCs (average facility size exceeds 750K sq. ft.). Developed selection criteria and evaluated packages (Manhattan Associates, RedPrairie / Blue Yonder, Infor, and HighJump) versus 900+ factors in the areas of functionality, technology and risk. Estimated timing and resource requirements for package implementation, and presented findings / recommendations to executive management.
Manufacturer of Premium Chocolates
Worked with client for almost two years. Served as Interim Director of Logistics on two different occasions. Reduced Western Region transportation spend by $450K (16%) through use of pooling and alternate carriers. Managed transition to new Western Region 3PL provider, and resolved all start-up issues within 60 days of move. Developed / implemented vendor scorecard to track 3PL provider performance. Improved Eastern Region on-time delivery performance from < 60% to 90+%. Streamlined invoice audit / payment process.
Led RFP process to identify and select a 3PL partner to provide contract packaging, warehousing and TL / LTL transportation services for North America. Evaluated over 100 potential candidates. Ultimately selected an East Coast based 3PL provider with specialized expertise in confectionery packaging, warehousing and transportation.
Rapidly Growing Organic Meat and Poultry Producer
Led process to identify and select 3PL partner to provide cold storage warehousing and order fulfillment services for the CA market. Evaluated over 100 potential locations. Ultimately selected provider in the San Francisco Bay area. Evaluated carriers to provide TL / LTL transportation services.
Fortune 500 Provider of Solutions for Managing and Storing Data
Served as subject matter expert on logistics spend reduction initiative. Developed first comprehensive view of total company logistics spend by network flow, business unit, region, transportation mode and logistics provider. Kicked-off logistics steering committee, a cross-business unit team tasked with identifying and implementing transportation and warehousing spend improvements that will enable company to meet its customer service commitments at the lowest total delivered cost. Identified cost savings opportunities that will reduce logistics spend by $5.9M – $25.8M annually.
Leading Provider of Fitness and Weight Loss Solutions
Performed assessment of company’s largest supplement product to determine ability of supply chain to support a quadrupling in sales over the next 24 months. Areas evaluated included product formulation, quality assurance, sourcing, demand planning, sales and operations planning (S&OP), inventory management, supply planning, purchasing, contract manufacturing, inbound / outbound transportation and warehouse management. Identified, prioritized and initiated implementation of a portfolio of 25+ projects that will enable organization to meet 98% on-time delivery target, reduce costs by over $500K annually, and expand as planned.
Large Multinational Pharmaceutical Manufacturer
Assessed company’s European logistics operations. Performed network optimization simulation to determine the optimal number and location of DCs. Identified outbound transportation savings from implementing centralized pan-European routing and leveraging spend on a reduced number of road, sea and air providers. Identified additional improvements in the areas of warehousing, order fulfillment, manufacturing, planning, SKU rationalization and packaging optimization. Determined that company could reduce supply chain costs in excess of $25M (10%) annually.
Large Chemicals Manufacturer
Evaluated company’s purchasing, receiving, delivery, spare parts inventory management, stock issuing, repair and obsolete stock disposition processes. Determined that spare parts inventory levels could be reduced by 10% while simultaneously improving service. Identified process improvements resulting in $2.8M+ in annual savings.
Leading North American Computer Manufacturer
Led 20-member project team that initiated transformation of company’s supply chain operations. Project scope addressed all major supply chain activities including product design, demand / supply planning, channel management, procurement, order fulfillment, manufacturing, warehousing, transportation and returns / repair. Identified a portfolio of 12 improvement projects to be implemented over two years that will generate $880M in NPV.
Dried Fruit and Juice Manufacturer
Led project team that evaluated performance of company’s primary third party logistics (3PL) provider. Project focused on evaluating provider’s effectiveness in the areas of order fulfillment, customer service, transportation management, warehousing, finished goods inventory management, invoicing and accounts receivable. Also performed network analysis to determine if reducing the number of DCs would lower total delivered costs. Established that remaining with current 3PL provider in existing network would result in lowest total costs, while bringing these activities in-house would increase logistics expenses by over $1.8M annually. Identified a variety of process, policy and systems improvements that are expected to yield approximately $1M in annual savings.
Large Computer Storage Device Manufacturer
Conducted a comprehensive re-engineering of company’s supply chain. Processes evaluated included demand / supply planning, inventory management, procurement, manufacturing, order fulfillment, transportation, warehousing, and product lifecycle management. Led 11-member project team that developed improvements to company’s demand / supply planning and inventory management activities. Company implemented six follow-on projects, including installation of i2 (now Blue Yonder) APS software that reduced inventory levels by over 60%, and associated inventory related costs by $240M annually.
Leading Telecommunications Products Manufacturer
Re-engineered organization’s supply chain. Project focused on eight key functional areas: order fulfillment, demand planning, product installation, field service and repair, distribution, manufacturing, product / process engineering and supplier management. Mapped organization’s current performance against industry leading practices. Identified numerous “quick hit” and “long-term” supply chain improvement opportunities that generated $65M in annual savings.