Alternate Terms: Procure-To-Pay, Purchase-To-Pay, PTP, P2P
Leading Supplier of Camera Bags and Accessories
Facilitated the design / start-up of a new distribution company that will serve as the sole supplier of products manufactured in China to customers located in 100+ countries throughout the world. Served as Project Manager for Microsoft Dynamics GP (Great Plains) ERP tool implementation, and led the development and implementation of all order-to-cash and purchase-to-pay processes required to support the new business.
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.
Reduced transportation spend by over $400K through improved routing and renegotiation with existing vendors. Identified opportunity to reduce freight expense by $2.1M through implementation of route optimization software and conversion from external to internal couriers. Participated in sourcing of courier services, fuel and vehicle maintenance services, parking and shuttle services and document storage categories.
Conducted current state assessment of procurement capabilities (strategic procurement, supplier relationship management, procure-to-pay and demand management). Identified gaps in processes, organization and tools versus leading practices.
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.
Leading North American Provider of Repair and Maintenance Services for Electric Motors and Generators
Identified four procurement opportunities that will generate $3.2M+ in annual margin improvement. Kicked-off project that will generate largest margin increase (centralize coil set procurement). Developed RFQ for use on second largest project opportunity (strategically source medium voltage coil sets).
Leading Canned Fruits & Vegetables Manufacturer and Distributor
Served as Director of Supply Chain Planning. Managed 21-person Department (including 7 direct reports) and $3.1M payroll. Accountable for customer service performance, demand forecasting, production planning and finished goods inventory management ($215M value) for entire division product line (2800 SKUs). Forecasted sales by SKU. Coordinated inventory replenishment activities among customer satisfaction, purchasing, plant operations, distribution centers and 3PL transportation providers. Directed movement of product from 12 internal production locations and 38 distributed manufacturers (12 offshore) to 8 DCs throughout the US.
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 Multi-Level Marketer of Nutritional and Personal Care Products
Led project team that assessed company’s procurement, inventory management, cost accounting, accounts payable and pricing activities. Recommended over 50 improvements based on benchmarking to “world class” leading practices.
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.
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.
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.