Master Data Governor Analyst

CREE Wolfspeed

1. Accomplished Analytical Data creator to new Semiconductor SKUs, within SAP-Hana-S4 Fiori MRP. Owner of S&OP, BOM, Online Process Routing and Financial cost tracking designations.
3. • Achieved over 99% part data accuracy quality and part creation within 50% standard lead time by creating and maintaining KPI Metrics within Power BI and Tableau that automatically sourced data from Snowflake and Alteryx workflows
5. • Expanded data entry role into team Lead Data Analyst within new Snowflake database platform, though collaboration with IT teams to transition from Oracle to SAP migration of Part Characteristics data.
7. • Standardized a streamlined part creation process, between SAP S4 and legacy Oracle system that positively affected 35%+ total business SKUs for 70% more efficient part creation, data cleansing for 54K SKUs. And 20K+ SKU data characteristic mass update correction and reporting collaboration.
9. • Completed 100% audit of 15K SKUs with part characteristic “Violation” issues, using Alteryx and Power BI DAX selection identification logic.
11. • Addressed 20 process choke points, negatively affecting data cleansing lead time by ~50% by identifying Process Improvement opportunities, within analytical Process Mapping, to streamline inefficiencies.
13. • Optimized NPI Material Implementation, slashing process creation lead time from 4 weeks to 5 business days, accelerating product release and boosting operational agility.

Supply Planning Data Analyst

CREE Wolfspeed

1. Analytical creator and daily owner of performance S&OP metrics, based in Tableau, Excel and Alteryx data workflow platforms. Data Governor to SAP-S4 MRP planning ramp up.
3. • Automated data extraction, by creating Alteryx workflows that connected to 20 SQL Server Databases to update 15 Oracle, SAP Snowflake Power BI metrics, reducing manual effort by 5 hours per week.
4. • Streamlined 20+ online workflow connections to SQL data sources through Alteryx workflows that link multiple fragmented data-sources into useful reporting databases. Supporting; 6 Tableau, 4 Power BI KPI Metric Dashboards, and 12 Planning, Procurement, WIP tracking reports.
5. • Migrated 32 Tableau performance metric dashboards to Power BI tracking: WIP, production yields, cycle times, order re-schedules, leading to a 25% increase in on-time delivery performance.
6. • Affected 30% decrease to shipment lead time by creating Alteryx workflows that transpose tracking data within Power BI & Tableau production backlog to on time delivery metrics and planning acknowledgement.

Global Demand-Supply Planner

HID Global

1. Forecasting Manager in all key analytical phases of the S&OP, supply chain to include Oracle MRP Cloud forecasts, inventory, and fulfillment. Drove Network Capacity improvements to affect seamless procurement to sales revenue fulfillment. Managed processes of large orders, variable lead times, forecasting, distribution, transition management, and E&O governance.
3. • Standardized marketing and sales reviews process, with stakeholders, to add Salesforce opportunities into Oracle MRP Cloud, to communicate changes in Supply Plan with suppliers and contractors.
4. • Produced 25% forecast accuracy increase, leading to 34% inventory management improvement and fulfillment to customer demand. This utilized analytic skills within Oracle Cloud reporting, Alteryx data workflows to create monthly Forecast Supply scenario plans that included Salesforce opportunities, demand change risks, and NPI transitions. This enabled Supply Volume unit cost negotiation, for 8% cost savings.
5. • Achieved Alteryx Certification for data analysis, reducing monthly Forecast development time from 2 weeks to 4 days, and maintaining a 85% Forecast accuracy rate within the 18 month supply plan.
6. • Best in Practice for; Business Intelligence Improvements to monthly Forecast Analysis Process to Strategic Suppliers online, using Alteryx data analysis reporting and Tableau visualization metrics, I established as an easily understandable template, within week 1 each month.
7. • Established and Standardized Demand to Supplier Forecast cadence relationship to 9 Suppliers, affecting ~30% company-wide annual revenue, while identifying possible shortage risks to business stakeholders.
8. • Leader of weekly S&OP reviews with SM&FO organization to affect reduced supplier shortages by ~20% within lengthy supply chain that relating to forecast, procurement cadence and logistics consolidations.
9. • Collaborated with cross-functional teams and external suppliers to negotiate pricing terms, 25% average reduction in replenishment lead times, establish KPIs that ensure timely deliveries and resolve disputes.
10. • Accomplished stock liability reduction of 30%, within 80% “tail” of SKUs, then communicated and executed 80%-20% obsolescence stock draw down strategy to executive management.
11. • Optimized NPI ramp-up to yearly 15% organic business growth targets by resolving capacity issues, re-using excess stock, creating procurement strategies, and solving network design flaws.

Global Buyer-Planner

HID Global

1. Standardized Forecasts, within Oracle MRP analysis and decided replenishment methods. Implemented Purchasing Plans and Uses Organized effective Communication with Suppliers to procure and deliver a quality product to the customer on time, every time to high market expectations within S&OP process.
2. • Implemented optimal replenishment methods using Kanban, Min-Max, MRP and other inventory optimization calculations for 6K+ SKUs, improving yearly inventory turns from 6-8 to 12-15 turns.
4. • Created weekly Supplier cadence, that reduced the total average late monthly Purchase Orders from $50k to $10K, by updating supply delivery status, identify late delivery to develop recovery plans.
6. • Developed strong Supplier relationships to streamline material procurement, positively affecting $25K-$125K increased monthly revenue and reduction to custom material order lead times to customer request ship dates, using Theory of Constraints.
7. • Identified opportunities to repurpose or substitute obsolete or slow-moving inventory to match to backlog by $280K in 2014 and $125K in 2015.
8. • Optimized multiple material supply chain streams, fulfilling large complex customer orders that require specialization within Asia, Europe and Middle East with average order revenue: $2.4M and 1.2M respectively from 2015.

Master Scheduler

General Electric Oil and Gas

1. Managed live Operations Plan for active and opportunity Gas and Steam Rotor Compressors and Turbines. Forecasts component materials to be delivered and staged in time for maintenance service and repair job shop starts. Addressed excess inventory balances using Oracle and Microsoft Excel reports to identify obsolete inventory, push out unnecessary inputs beyond accounting periods and forecast necessary delivery material fill needs, shortening repair lead times.
3. • Created 5S Business Intelligence design process mapping layout within receiving/shipping area.
4. • Identified obsolete aging work orders and Finished Goods projects to close, reducing WIP inventory balances by $2.3M within Oracle prior to a system transfer.
5. • Developed reporting Master Scheduler Scorecard to report inventory reduction cleanup, high dollar projects and high dollar material inventory reduction action plans.

Senior Supply Chain Specialist

Advanced Micro Devices

1. Set cost-benefit production plans for business management project teams driving $5M+ weekly material commitments to customers such as Acer, Dell, Hewlett Packard, and Lenovo. Analyzed forecasted demand to match capacity plans worth $1.2B of desktop CPU and APU client orders.
2. • Managed China, Singapore, and Taiwan vendor operation accountability by implementing easy-to-understand email report that overcame language barrier and led to 75% reduced issue resolution times (48 hours – 12 hours).
3. • Exploited cycle time improvements and eliminated 20% of overtime costs on 2K+ lines of OPNs by proactively managing overseas resource allocation.
4. • Improved scheduling and increased customer order request to commit from 60% to 80% by collaborating with IT engineers to locate capacity improvement opportunities in Excel spreadsheets.

Senior Global Supply Chain Planner

Houghton Mifflin Harcourt

1. Leveraged pivot tables, exported from SAP MRP, to develop and recommend critical production plans. Drafted and delivered cost-benefit production scheduling reports to Director of Procurement.
2. • Standardized vendor printing quantities that exceeded the 2011 goal of 85% on-time fill rate by order line, with an 89% fill rate (150K out of 168K on-time order lines filled).
3. • Drove rework opportunities that reduced new material revenue costs beyond the 14.4% savings goal in 2011, with sales above $38M and 8.5% cost reduction for promotional marketing materials.
4. • Leader of obsolete inventory liability activities, surpassing the goal to identify $13.7M vs. $13.2M target in 2011.

Production Planning Manager

TT Electronics – IRC

1. Developed daily capacity reports using Oracle 11i exported Microsoft Excel reports, to apply to production of 62% total product shipments worth $950K+ monthly revenue. Conducted meetings with marketing, engineers, manufacturing, and purchasing teams to track material customization projects and meet 95% on-time order fill rate for 90K+ material code products.
2. • Spearheaded process mapping projects, (using Theory of Constraints) leading to; improvements in production capacity 21%, reduced lead time by 50%, past-due finished goods backlog from $260K to $1K.
3. • Optimized 100% of $40K daily finished-good shipping goal after implementing regular optimal production plans through operational bottlenecks for 3 shifts.
4. • Established product quality control industry standard (98%+) by using Oracle-11i data importing steps with manual Microsoft Excel data reports concerning new data entry and BOM creation/update steps.

Production Scheduler

Lovejoy Incorporated

1. Planned daily production of $60K materials for 2 plants, using MAPICS ERP software. Created strategic daily production batches on CNC and hydraulic press production cells. Reviewed Access reports to identify obsolete parts and rework into sellable parts. Refined supply chain to expedite specialty orders within production bottlenecks, using Theory of Constraints.
2. • Eliminated 15+ weekly clerical hours used to create inventory reports by using Access software to create pivot tables that imported ERP data and organized information for 1500+ product records.
3. • Decreased final product delivery time by conducting daily meetings to identify and exploit production bottlenecks.

Purdue University

Industrial Management