Business & Organizational Transformation
Husqvarna Group of North America
Supply Chain and Operations Management
Directed North America operations including Supply Chain, Manufacturing Technology, Enterprise Requirements Planning Systems, Sales Inventory Operations Planning (SIOP), Master Data Management, Order Fulfillment, and Advanced Supply Chain Planning Systems and Processes. Managed turnaround operations in support of Global Handheld Operations to improve customer response times and flexibility via innovative process design and reengineering of front and back-office operations and implemented Sales Order Fulfillment Process and Staffing, Logility Inventory Management, and Supply Planning Processes. Led transformation efforts to transition supply chain operations by redesigning procurement and inventory management processes, utilizing lean and six-sigma methodologies to improve customer value and organizational effectiveness. Implemented IBM’s Supplier Portal Systems to standardize practices, improve quality and data integrity, and overall process velocity as compared to legacy systems and operations. Supported global technology council and external partners in collaboration to redesign system infrastructure and architecture to replace legacy systems to improve global operating efficiencies.
Successes
Developed and implemented risk mitigation plans and strategies for Wave2 COVID-19 Supply Chain Implications, while supporting market share gains. Achieved 40% increase in sales demand, and 160% increase in cash flow improvements above targets
Implemented Oracle’s JD Edwards ERP Systems for global operations, eliminating ION Systems at annual cost of $100k and external consulting fees
Developed and successfully implemented planning simulations, reducing process cycle times by 95%
Introduced Flex Scheduling Processes and Applications to manage demand and supply variation, positioning North America operations to build-to-customer orders, improving customer value and market response times, while reducing total inventories by 60%
Led strategic planning efforts to stratify inventory by value class and set procurement parameters to improve supplier on-time deliveries reducing daily and historical production interruptions, driving defects to zero
Improved utilization of AS400 systems to enable newly designed processes to be compatible with Oracle 11i and SAP Enterprise Resource Planning Systems, reducing resource support by 40%
Implemented 5-Day inventory management strategy and systems, fostering discrete ordering and systems to improve supply and supplier’s stability, eliminating dependence on unstable and legacy Portal Systems
Through collaborative efforts, developed work-flow processes and SIPOC tools to set-up formal engineering change process, avoiding approximately $4 Million of stranded inventory
Redesigned procurement processes to utilize auto-create functionality, eliminating manual requirements and planning efforts, improving resource utilization by 95%
Created Value Stream Map for selected Products to improve cycle efficiencies, highlighting Kaizen Blitz opportunities to eliminate waste and improve value added across operations