PEN193

Supply Chain | CPG | Optimization

 

PROFESSIONAL SUMMARY

 

Technically hand-on Supply Chain Optimization Professional with 20+ years of experience improving supply chain and manufacturing operations. Proven ability to deliver $2M+ in annual savings through advanced optimization, simulation, and analytics. Combining deep industry expertise with cutting-edge data science techniques to develop innovative, technology-driven solutions. Currently pursuing a Master’s in Analytics at Georgia Tech (graduating May 2025). Started career working as a system integrator designing and optimizing manufacturing lines for Coca-Cola, Tropicana, Kimberly-Clark, Procter & Gamble, General Mills, ConAgra, Johnson & Johnson, Ocean Spray, UPS, Gatorade, Gallo, Dreyer's, Gerber, and Clorox. Has expertise with Llamasoft Supply Chain Guru (10 years+).

 

AREAS OF EXPERIENCE

• Project Management: Jira | Agile | Sprints | SCRUM Master | MS Project | Smartsheet | PMP
• Optimization: Llamasoft Supply Chain Guru | Multi-Echelon Inventory Optimization (MEIO) | Python PuLP
• Data Science: ARIMA Demand Forecasting | Multivariate Regression | Random Forest | Boosting | PCA | K-Means
• Programming Experience: SQL | R | Python | Visual Basic | RS Control Logix 5000 | RS View | OPC
• Continuous Improvement Tools: Six Sigma | Lean | Value Stream Mapping | Kaizen | SPC | OEE | TOC
• Web Reporting Platforms: Tableau | Power BI | Alteryx | Qlik
• Simulation & Digital Twins: Emulate3D | Demo3D | AutoMod Simulation | FlexSim | Arena
• Manufacturing IoT Systems: TrakSYS | GE Proficy | Informance | Zarpac | RS FactoryTalk Metrics | Wonderware | OSI PI

 

PROFESSIONAL EXPERIENCE

 Supply Chain Optimization

2019 – 2025

• Achieved $6 million in savings over three years on a $180 million internal middle-mile supply chain (from mills to plants) by equipping 23 plant operations teams with a weekly landed cost per pallet model for their inbound products. This helped shipping teams adjust their truck, rail, and warehouse practices to take advantage of the shifting freight market after COVID. Most locations saved between $10,000 and $50,000 each month.
• Led a year-long Lean project in 2023 to optimize the North American $600M supply chain. After identifying $50M in savings, I collaborated with mill and plant leadership to incorporate these opportunities into Long Range Plans (LRPs).
• Supported a 3-year implementation of the Kinaxis planning system, facilitating end-to-end planning for 90,000 SKUs in a multi- echelon, two-tiered planning environment involving eight paper mills and 51 manufacturing plants.
• Lead optimization efforts for MRO spare parts inventory across plants, resulting in annual savings of $5M. Utilized the Verusen AI parts management solution.
• Transitioned 18 Excel KPI reports to automated web-based reporting using Qlik (like Power BI). This allowed five resources to be redeployed to focus on improvement projects rather than managing weekly Excel reports. The automation enabled the move to daily KPI reporting, which drove additional savings.
• Established process with IT to allow business teams to develop reports using Qlik, Tableau, and Power BI web reporting tools.

Manager Analytics

2015 – 2018

• Analyzed US supply chain for Brita to determine if it should be outsourced to Amazon. Amazon was awarded the business because they could bid below Clorox’s operating costs since the backhaul lanes benefited them.
• Used Lean value stream approach optimized Burt’s Bee’s material flow across 4 ERP systems from the US to the Japanese market to minimize E2E lead time below 60 days. The project saved $2M/year by reducing product loss due to expiration.
• Over 3 years, I moved 23 people’s manual Excel reporting to automated Tableau reports. Allowing 15 people to be redeployed to other parts of the business.
• Rebuilt the relationship between operations and IT by moving “Shadow IT tools” to official IT platforms.

Manager Continuous Improvement    

2012 – 2014

• Built and ran a quarterly plant bonus process for 5,200 employees to reinforce TMP pillar participation.
• Fixed pillar scorecard system that had broken when key resource left. This was an old MS Access solution that I moved to SSRS.
• Maintained manufacturing line OEE KPI performance tracking across 32 plants and 270 lines.
• Led the Data Foundation pillar across all 37 plants as part of the World Class Operations team (Toyota TPM).
• Provided Lean and Six Sigma coaching for plants. Typically visiting one site a month.
• Kennesaw Site Manager – Managed a 140-person office with 4 admin resources and a $2M budget.