For a major chemical company, he directed a supply chain optimization project that reduced inventory levels by over 20 percent while improving customer service. This effort resulted in the development of a decision support tool that the client continues to use to fine-tune inventory levels across its businesses.
For a major manufacturer of window products, he co-directed a project that evaluated channel strategy options in light of increasing mass merchant demands, declining distributor and dealer margins, and flat manufacturer sales. The project focused on ways to redefine the role of distributors and dealers consistent with retailers’ service requirements, while maintaining their financial viability.
For a leading consumer goods manufacturer of flooring products committed to wholesale distribution, he directed several projects that addressed ways to improve distributor and channel profitability through operational improvements and changes in policies and procedures that were WIN/WIN for both parties. This included establishing new practices and policies in product planning, scheduling, forecasting and inventory management.
For one of the Big 3 automobile manufacturers, he directed a project that analyzed opportunities in the inbound supply chain to U.S. and Mexico assembly plants. This included consideration of third party logistics providers, comprehensive cost modeling and support of lean manufacturing strategy.
For a lawn care products manufacturer, he directed the development of a supply chain strategic plan that included the detailed evaluation of the working capital implications of seasonal build vs. level production, and resulted in a fundamentally different manufacturing, scheduling, and distribution approach.
For the Magazine Publishers of America (MPA), he co-directed the development of a scan-based trading strategy and plan for the industry. The project focused on how processes and technologies need to change on the part of publishers, wholesalers, retailers and other channel players.
For a construction products manufacturer, he directed a working capital improvement project that evaluated the complex interplay of inventory, receivables and payables, and recommended a new supply chain strategy that recognized working capital as a primary driver.
For a medium-sized laboratory products distributor, he directed a number of projects in customer service strategy, distribution network design, and materials management improvements. The project resulted in a completely reconfigured distribution system design, including consolidated facilities and revised inventory stocking policies.
For a large discount mass merchandiser, he managed the development of a long-range merchandise logistics strategy, including the design of two 800,000- square-foot distribution centers. The project also included the development of systems requirements for warehouse management and interfacing corporate systems.
For the Warehousing Education Research Council (WERC), he directed research titled “The Impact of Mass Merchants on the Supply Chain.” This study, published and presented at WERC’s national conference, explored mass merchants’ evolving service requirements and manufacturer difficulties in meeting them. Strategic imperatives for retailers, manufacturers, and third-party logistics providers were developed to help industry players understand each other’s requirements, and how to work together more effectively.
For a leading farm and fleet retailer, he developed a comprehensive merchandise logistics strategy that recommended changes to the company’s physical distribution network, inventory management policies and procedures, and supporting information systems. Benefits included shorter replenishment lead-times, reduced distribution costs, and improved store service levels.
For a major automotive-aftermarket paint manufacturer, he helped rationalize its distribution network and develop a materials management strategy. The project focused on evaluating cost and service tradeoffs, developing functional requirements, and selecting software.
For a rapidly growing fresh poultry producer, he directed a supply-chain strategy project that identified immediately implementable short-term improvements and a longer-term plan to rollout a new distribution strategy to support geographic expansion into new markets.
For a leading grocery products manufacturer, he developed an integrated “go to market” and logistics strategy that resulted in reengineered processes in areas including customer service, sales forecasting, trade promotion practices, distribution operations, and inventory management.
For a leading appliance manufacturer, he managed a working capital reduction effort focusing on quantum leap improvements in inventory management, accounts receivable and accounts payable. In this project, supply chain management organization and alignment solutions were also developed.
For
a new, fresh, short-shelf life product, he evaluated the supply chain
economics of moving raw materials through to item assembly and then delivery
to retail stores. A new, creative supply chain strategy was the result.