Material Planning & SAP S/4 HANA Expert

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Summary

Results-driven operations and supply chain leader with over 18years of experience in manufacturing environments, including 10 years in the automotive sector and 3 years in biotechnology. Brings 5 years of hands-on manufacturing management expertise, overseeing teams, streamlining production workflows, and ensuring alignment with safety and quality standards. Skilled in driving strategic process improvements, implementing performance-boosting solutions, and enhancing operational efficiency across cross-functional teams. Known for aligning process, people, and data to exceed organizational goals.Managing budgets and providing visionary leadership to deliver innovation and sustained business performance.

Highlights

• Theory of Constraints (TOC)
• Demand Planning
• S&OP cycle and annual budget cycle
• Solves issues across supply chain Synchronous materials flow
• Collaborate with team members & department Team Development, coaching and mentoring.
• KPIs& Cost reduction Supply-related parameters and master data Logistics coordination materials fromHUB
• People Development and Continuous Improvement

Relevant Accomplishments

• Successfully implemented Material Planning using SAP S/4 HANA version to support the manufacturing CDMO area.
• Streamlined Material Flow: Reduced urgent material requests by 20% through optimized inventory management practices within SAP, minimizing disruptions to manufacturing schedules, promoted a coordination between areas.
• Enhanced Bill of Material Accuracy: Developed and validated accurate Bills of Materials in collaboration with Engineering,Process Science, and Quality Assurance, ensuring GMP compliance and efficient stage material operations.
• Improved Supplier Collaboration:oForecasted supplier process improvements using Tableau, collaborating with the Denmark team.oAs part of inventory planning improvements team, optimized common materials across projects, the planning area generated$1.4 million in working capital savings within the first two years.
• Mitigated Material Shortages: Implemented a new material risk assessment strategy in collaboration with the UK team, minimizing shortages and ensuring on-time manufacturing runs.
• Streamlined Purchasing Processes: Coordinated material priorities with the purchasing department through weekly review sessions and detailed reporting, improving planning efficiency and ensuring timely procurement.•Enhanced Planning Efficiency: Improved Planning processes with the Lean Six Sigma Yellow Belt “Common Material across projects in Tableau”, resulting in a 20% reduction in planning time.
• Initiated the implementation of new reports and dashboards in the supply chain area using Tableau Desktop.Key Achievements:
• Strong Working Relationships:Cultivated strong relationships with key stakeholders, ensuring on-time deliveries and project alignment through effective communication and follow-up.
• Project Execution Excellence: Successfully executed theCommon Material across projects in Tableau, obtaining a yellow belt certification from Fuji film.
• Streamlined Vendor Management:Oversaw vendor and contractor relationships across technology and office infrastructure, driving cost-effective operations and service reliability.
• Enhanced Gaming & Simulator Performance:Led rigorous testing of custom-built PCs and driving simulators using PCBrands like NZXT and Nvidia Graphic cards, optimizing GPU configurations to ensure peak visuals and responsiveness for competitive gaming and Formula 1 simulation rigs.
• Revolutionized Event Logistics:Transformed marketing event setups—including Formula One and IndyCar activations—by reducing setup time from 2 hours to just 30 minutes through strategic planning and process refinement.
• Supported Cross-functional Teams:Collaborated effectively with IT, legal, and product development departments, streamlining cross-functional workflows and enhancing interdepartmental efficiency.
• Improved Procurement Efficiency:Generated substantial cost savings by optimizing procurement strategies across tech equipment, facilities, and vendor contracts.
• Modernized Work Practices:Successfully implemented a hybrid remote work model, supporting seamless collaboration between headquarters and satellite offices across the U.S.
• Increased Efficiency:Streamlined operations and reduced setup times for marketing events, resulting in significant time and cost savings.
• Enhanced Collaboration:Fostered a collaborative work environment through hybrid remote work practices and support for cross-functional teams.
• Improved Cost Management:Achieved procurement cost savings, optimizing resource allocation and contributing to overall financial performance
• Implemented a Continuous Production System:Streamlined production processes by implementing production & Billof Material methodologies, ensuring consistent and efficient workflow.
• Developed Data-Driven KPIs:Created production KPIs (from hourly performance to monthly reports) based on the theory of constraints (Bottleneck), providing valuable insights for performance improvement.
• Led and Managed Operations:Oversaw floor operations, managing two direct managers, two supervisors, and 40+employees’ manufacturers.
• Optimized Production Schedules: Established production schedules, defined staffing requirements, and implemented optimized procedures, maximizing resource utilization.
• Improved Production Efficiency:Conducted Lean Manufacturing studies to identify and eliminate waste in production processes, resulting in a 10% productivity increase.
• Exceeded Productivity Goals: Led all production, planning, shipping, and purchasing operations, consistently exceeding all productivity targets.
• Enhanced Workforce Development:Strategically planned and developed job descriptions, designed an organizational chart, and implemented an employee training program (including cross-training development), fostering a skilled and adaptable workforce.
• Significantly Improved Productivity:Increased production efficiency by 10% through Lean Manufacturing principles and optimized processes.
• Established Data-Driven Approach:Implemented a robust KPI system to track performance and identify areas for improvement.
• Managed High-Volume Production:Oversaw the daily assembly of manufacturing pieces and kitchen cabinets, managing a high-volume production process of approximately 400 cabinets per day.
• Enhanced Process Performance:Planned and implemented activities to maximize process performance (KPIs), resulting in a significant 18% improvement in both productivity and quality.
• Streamlined Manufacturing Practices:Developed and implemented best manufacturing practices and deliver materials to the line, optimized material flow, and eliminated non-value-added activities in workstations, leading to a 17%productivity increase.
• Improved Team Performance:Developed and reviewed monthly production statistics reports (KPIs), goals, and mission statements with the team. This data-driven approach was used as a tool to coach teams and leaders in best practice methods, increasing combined efficiency by 15%.
• Implemented Quality Process Improvement:Identified root causes of production issues, developed and implemented corrective actions, such as implementing visual management for all employees, resulting in a significant improvement in overall quality.
• Significantly Increased Productivity:Achieved 18% increase in productivity through process optimization and Lean principles.
• Improved Quality:Enhanced product quality by 15% through process improvements and data-driven analysis.
• Streamlined Operations:Optimized material flow and eliminated waste, resulting in increased efficiency and reduced production times.
• Managed High-Volume Operations:Planned and coordinated 1,200 car rental operations per day, collaborating with other managers, from the Quick Turn-Around area to customer service, drivers, and workshop technicians, at the MiamiAirport car center.
• Led a Large Team:Managed 60 direct employees and 15 indirect driver employees, fostering a productive and efficient work environment.
• Minimized Customer Wait Times:Implemented strong communication strategies by sharing daily requirements (unit type/hour) with all employees, significantly reducing customer waiting times to almost zero.
• Enhanced Team Performance:Coached “The Team” on how their work impacts key business metrics (KPIs), leveragingTableau insights to drive continuous improvement.
• Improved Customer Satisfaction:Developed a quality assessment system based on the Pareto Metric, identifying opportunities to enhance the customer experience. This resulted in a 15% improvement in customer satisfaction (Voice of the CustomerTableauKPI).
• Optimized Resource Utilization:Implemented constraint management by identifying and prioritizing units ready for rental from the receiving area.
• Significant Operational Improvements: Achieved a 20% increase in production and an 18% improvement in quality within less than a year.
• Significantly Improved Customer Experience: Minimized customer wait times and increased customer satisfaction by15%.
• Enhanced Operational Efficiency:Achieved a 20% increase in production and an 18% improvement in quality within a short timeframe.
• Developed High-Performing Team:Led and managed a large team, fostering a productive and efficient work environment.
• Data-Driven Decision Making:Leveraged Tableau insights and the Pareto Metric to drive data-driven decisions and continuous improvement
• Ensure planning processes in areas under my supervision (Vehicle Warehouses, Pre-delivery Inspection Process, distribution, and Mechanical and Paint Shop services).
• Strategy operational business in a $5.5 MM/Year under my supervision.
• Developed Strategic plans to increase sales numbers and add new customers, focused on the business units (Spare part Sales,Paint shop, and new cars Pre-delivery Inspection). Results: 40% Sales increase in the first year.
• Develop control plans and provide training supported by 3M and AXALTA technical specialists at the auto body shop & painting workshop areas (Quality Process Improvement).
• Developed and implemented the Auditing/internal & cost procedure, Revenue Improved by 22%.
• Optimized Inventory & Working Capital:Established optimal product quantities based on forecast vs. inventory levels,optimizing working capital, balancing inventory levels, and providing valuable information for monthly sales strategydevelopment.
• Streamlined International Logistics:Coordinated and followed up on logistics operations in the United States, Canada,Brazil, and Mexico, ensuring the smooth import process of CKD (Completely Knocked Down) parts.
• Developed End-to-End Supply Chain:Developed a complete supply chain process for Metalsa, from Kentucky, US(supplier) to the Venezuelan port. This involved supervising all documentation required to ship components for F-250frame assembly (Ford Motor) across a 3-month transit time.
• Improved Production Efficiency:best practice deliver materials to the line,Streamlined material feeding and quality inspection processes at the frame production cargo line, resulting in a 40% reduction in delivery time and a 35%decrease in material handling, leading to annual savings of $145K.
• Developed CKD Logistics Flow Process:Developed a comprehensive CKD logistics flow process (+/-$3.5 MM per year)and the components follow-up tools used to assemble F-150, F-250, and F-350 frames for Ford Motor.

Roles

• Operations Manager
• Production Manager
• Plant Production Manager
• Operations Manager
• Supply Chain Demand Senior Planner
• General Manager
• Supply Chain Coordinator
• Synchronized Material Flow Expert

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