Reduced supplier base from 76 direct suppliers to 2 strategic manufacturing and supplier partnerships
Reduced manufacturing cycle time from 26 weeks to less than 10 days
Reduction in inventory, vendor commitment exposure from $180M to $5M
Developed organizational focus on profitability via cycle time reduction and aggressively managed/engineered cost reductions
Reduced manufacturing expenses by 50%.
Developed a new Operational IT strategy Re-engineering of supply chain process towards a Virtual Operations model
Enhanced/Supported Sales and Marketing efforts via accurate forecasting
Organized Supply Chain to instantaneously react to an ever-changing product demand mix while managing to mitigate MRP change related expense
Developed organizational proficiency in scaling infrastructure within a fast growth environment
Successfully built and fostered an internal culture that attracts, motivates, and retains employees, and one that provided a competitive advantage
Led the transition from in-house and multiple manufacturing partnerships to internally managed, virtual manufacturing environment
Outsourced Engineering pilot (San Jose), Production in North America, Mexico and China
A $450 revenue technology innovator and market leader in the design, manufacture and marketing of DSL (Digital Subscriber Line) networking systems. Service providers and private network operators worldwide use their products to deploy DSL-based services, such as high-speed Internet, remote LAN access and enterprise LAN extensions over the existing infrastructure of copper telephones lines.
PROJECT TASK:
Manufacturing Operations outsourcing responsibility for USA, Mexico, Brazil, Argentina, Japan, Taiwan, China, South Korea, Singapore, Malaysia and Thailand.
Establish a (NPI) function primarily responsible to manage engineering projects as they transitioned from Marketing Concepts through Development to Global Product availability.
Establish and provided overall leadership to a complex materials organization with direct control over all Phases of Material Planning, Purchasing, Supply Chain, Ship/Receipt Logistics, Material Warehousing and Inventory Management.
Establish Best Practices for Engineering Project Management (while preserving team's entrepreneurial spirit)
RESULTS:
Identified, strengthened and expanded partnerships with key material manufacturers and electronic contract manufacturers
Developed in-house order fulfillment, relationship management and evaluation skills.
Aligned in-house and key supplier technology roadmaps
Responsible for product engineering support of global manufacturing Implemented cross-functional project and program management efforts
Developed supplier partnerships and strategies to safeguard critical material supply Improved cost and capital utilization
Reduced material cost, cycle time, and supplier cost Initiated in-house build vs. outsource analysis and transition points Improved purchasing efficiencies via supplier consolidation
Created a truly paper-less transaction environment across entire supply chain Implemented ROI process to support asset velocity
Optimized factory flow processes for logistics, storage, test and order fulfillment
Developed cross-functional alliance with Engineering and Sales
Developed organizational proficiency in scaling infrastructure within a fast growth environment
Enhanced Sales efforts via monitoring of End Customer Inventories
Organized Supply Chain for unpredictable/seasonable product demand mix Implemented ERP (Oracle/Agile) and ISO9001 quality system.
Conducted Project Management coaching of Development teams
Interlaced in-house and Vendor Support services
Provide guidance to Finance, Marketing, Sales and Suppliers towards improved technology roadmap alignment and investment forecasting
Coordinated alignment of development milestones with market commitments
Qualify Development Phase Suppliers (IC fabrication, Layout and Test)