McCune Management Consulting, LLC
   
 

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