S.M.A. Enterprises, LLC Experience

Supply Chain Optimization and Strategic Sourcing


Extensive experience managing Supply Chain Optimization and Strategic Sourcing initiatives in for indirect materials and services in various industries including pharmaceutical, cosmetics and consumer package goods for both US and multinational clients.  Highlights include:

• Developed and managed the PMO for the Supply Chain synergy savings for a KKR acquired door manufacturer rolling up over 25 spend category team.  Developed synergy capture models, Day 1, 30, 60 and 90 playbooks as well as negotiation strategies.  Collaborated with the Finance, HR, and Operations PMOs.  Identified, prioritized and led indirect sourcing projects for forklifts, energy, corrugated door, angle board, office supplies, temporary labor and MRO. Projected savings attributed to RFP were over $3M annually.

• Identified, evaluated, and prioritized sourcing opportunities for $2.1B Generic Drug initiative resulting from the merger of two large pharmaceutical distribution companies. Developed synergy capture model and negotiation strategies. Assisted project manager in developing and disseminating $2B generic drug RFP. Projected savings attributed to RFP were over $24M annually. Facilitated combined generic drug category management program creation, resulting in new purchasing processes for the combined company. Created organization-sizing model based on key effectiveness measures. Projected organizational savings estimated at 10%.

• Developed Integration/Separation capability tools and processes for Supply Chain, Procurement, Manufacturing and Quality functions of a multinational healthcare and pharmaceutical company.  Assisted in the development and execution of a two-week merger simulation exercise with 25 client executives.  The results of this engagement were a detailed and repeatable process and an increased working knowledge of integration/separation among executives.

• Identified “Day One” tasks for Financial IT systems integration of a $3 billion world-wide institutional and industrial cleaning business created by acquisition.  Created detailed migration plans, including resources, costs, and risk mitigation.  Facilitated sessions with subject matter experts from both companies to determine system interdependencies, best practices, gaps, and synergy opportunities.  Coordinated key integration points with Treasury, Finance, IT, and HR to ensure successful integration at lowest cost to achieve.  Primary areas of focus included consolidated financial reporting, fiscal to calendar year conversion, and remapping the chart of accounts.

• Re-designed and executed “to-be” distribution center operations for a leading manufacturer of doors and windows following the acquisition of a distribution company.  Rationalized regional warehousing footprint to consolidate redundant operations to reduce costs and improve inventory visibility.  Developed models used to facilitate inventory consolidation and product line elimination used to dispose over $250,000 of excess inventory in year one.

• Developed procedures to transition window and sliding door manufacturer and to a sole-source supplier.  Created and implemented transition plan.  Reduced sole-source supplier lead time from 6 weeks to 4 weeks through joint process improvement assessment.

• Executed strategic sourcing process for leading cosmetics manufacturer across three categories: related to Point of Sales Displays (Permanent Cabinetry).  The savings realized on the project for the first year were: Permanent Cabinetry: 33%, $8.2M on a spend of $25M, 3rd Party Fulfillment: 6%, $0.4M on a spend of $6.5M, 3rd Party Merchandising: 10%, $1M on a spend of $10M.

• Performed assessment of current inventory levels and processes of a $61 billion energy company.  Facilitated workshops and conducted interviews to assess processes and systems compared to best practices and recommended prioritized initiatives to move to world-class inventory management. Led Source to Pay process analysis resulting in prioritized process changes between Procurement, Plants and Accounts Payable to improve efficiencies.  Determined short-term and long-term initiatives to reduce on-hand inventory and performance improvements to prevent future accumulation of excess and obsolete inventory resulting in an estimated 10% to 20% inventory reduction and cash savings of $10M-12M per year.

• Re-designed and executed “to-be” distribution center operations for a leading manufacturer of doors and windows following the acquisition of a distribution company.  Rationalized regional warehousing footprint to consolidate redundant operations to reduce costs and improve inventory visibility.  Developed models used to facilitate inventory consolidation and product line elimination used to dispose over $250,000 of excess inventory in year one.

• Developed procedures to transition window and door manufacturer and to a sole-source supplier.  Created and implemented transition plan.  Reduced sole-source supplier lead time from six weeks to four weeks through joint process improvement assessment.



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