Leading Manufacturer of Educational and Entertainment Software
Led project team that performed a current state review and future state design of company’s forecasting and inventory management processes. Identified a portfolio of improvements that will improve forecast accuracy by 40%, reduce inventory levels by $14.4M (66%), and reduce inventory related costs by $4.8M annually. Team also conducted a network design to identify best location for an integrated assembly, distribution and returns facility. Determined that savings from optimal site location exceed $5.9 M annually.
Fortune 20 Multinational Software Manufacturer
Modeled SKU inventory levels required to support international sales. Determined that manufacturer could increase customer service levels from below 80% to 99+% while decreasing inventory investment through more efficient inventory management.
Fortune 500 Provider of Disaster Recovery and Managed IT Services
Performed current state assessment of production scheduling activities. Identified a portfolio of process, tool and organization enhancements to improve solution effectiveness and efficiency. Kicked off implementation of ten improvement initiatives, eight of which are expected to be fully operational within 90 days.
Leading US Mobile Network Operator
Conducted current state assessment of project management capabilities. Identified organization, process and IT gaps versus Program Management Office (PMO) leading practices.
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.
Led “quick hit” implementation effort in the finished goods inventory planning area. Instituted the use of custom-developed inventory planning tools taking into account such factors as replenishment lead-time, forecast error and desired service level to determine optimal inventory levels. Increased order fill-rate from 91% to 99%, while reducing inventory levels.
Large Integrated Telecommunications Provider
Optimized spare parts inventory for central office and field locations. Determined inventory levels required to support both maintenance and new service demand. Found that company could reduce spare parts inventory in excess of $75M (50+%) without reducing customer service performance.