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Representative Projects
Pre-commercial biopharmaceutical drug developer with an innovative drug delivery device – lack of process rigor and staff capability required organizational transformation, interim management, and process design to prepare for initial licensing by the FDA
- As Director of Materials, responsible for procurement, planning, inventory control, and warehousing for drug and device manufacturing – Staff of 15 and $50 million annual spend
- Developed and implemented supply chain and cGMP policies and procedures
- Increased cycle count accuracy from 35% to 98% in 3 months
- Increase MRP system accuracy from 7% to 86% in 3 months
- Increased BOM accuracy from 42% to 91% in 3 months
- Increased drug expiration accuracy from 50% to 77% in 2 months (100% at use)
- Evaluated ERP products and participated in selection of JD Edwards
- Assisted program management office (PMO) to manage over a dozen client teams
Tier-one contract manufacturer – poorly performing supply chain organization at Mexican plant required interim management to transform organization and implement process improvements
- Reorganized supply chain organization of over 400 staff at an under-performing maquiladora
- Developed and implemented a 6 month organizational change plan with skills assessment, staffing, organization development, and management changes
- Reduced staff by 60% and reduced costs by 50%, while supporting higher volume and increasing on-time delivery – $5 M of annual savings
- Managed a Spanish-speaking warehouse staff of 110 as the interim Warehouse Manager after removing under-performing managers in Monterrey, Mexico
- Identified $8 million of missing inventory (of $55 million) and attempts to cover it up
- Organized and managed a three-plant physical inventory (46,000 locations, wall-to-wall) utilizing a team of 250 trained personnel – completed in 20 hours
- Improved cycle count accuracy for warehouse and work in process from 49% to 87% in one month (representing 97.4% of the inventory value)
Cellular network equipment manufacturer – excess inventory, growing A/P, poor on-time delivery, and degrading supply chain performance necessitated a diagnostic to identify key process for immediate improvement
- Led cross-functional teams to design and implement changes to key processes
- Cycle counts improved from 49% to 88% in three months, later achieving 98%
- Bill of Material, Item Master, and Purchase Order accuracies improved > 50%
- Managed the supply/demand balancing process as the interim Master Scheduling Manager
- Led the Oracle-ERP implementation team for the materials organization
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