David Steinmetz

David Steinmetz

Work History

Work History
Feb 2008 - Feb 2009

Director of Operations

Reported to CFO, recruited to drive operations improvement in this $1.6B beverage business with European sourcing of all US product. Led a team of 7 direct and 50 indirect reports responsible for forecasting, inventory planning, production scheduling, purchasing, warehousing, transportation, fleet management, sustainability, event logistics and quality functions. Managed $128M expenses, $290M COGS and $175M inventory.

  • Reorganized operations team and established strategic initiatives to clarify responsibilities and sharpen focus on goals.
  • Dramatically improved crucial relationships with Austrian headquarters to build trust and teamwork.  Partnered with Austrian logistics team to negotiate $8M annual rate reduction on ocean freight to US.
  • Led a direct delivery project which saved $800K annually by shipping inbound ocean containers to highest volume distributors and avoiding throughput expenses at distribution centers.  Developed a web portal, in conjunction with IT, to receive product in SAP at distributors and maintain lot tracking capability for FDA compliance.
  • Reduced inventory $18M and reached 100% stock availability by improving S&OP, forecasting and production scheduling processes, established KPI’s and upgrading talent.
  • Directed 7 corporate DC’s with food grade certifications, transportation and customs through 3PL’s.
  • Managed product quality issues using SAP lot tracking and led a special “cool chain” project to control temperature extremes which caused product degradation. 
  • Initiated a corporate sustainability program to measure and reduce greenhouse gas emissions to address concerns from customers and community.  The program resulted in an evaluation of the company car fleet, and a switch to higher MPG vehicles, which reduced emissions and saved $250K annually in fuel costs.
Oct 2005 - Feb 2008

Supply Chain Director

Reported to CEO; recruited to address lost sales resulting from supply issues at $200M cosmetic & beauty industry retailer with 60 retail locations.

  • Developed a strategic "road map" with detailed recommendations to address deficiencies in processes, systems, KPI's, roles, systems and organization for all SC functions which delivered: 1) Increased "In-Stock" performance at 60 retail locations from 84% to 99%, 2) Increased retail sales from $21M to $24M (15%) and 3) Improved supplier delivery performance.
  • Managed purchasing team which sourced 2100 SKU's from 100 branded and private-label suppliers.  Increased delivery performance from 75% to 94% and reduced costs by $500K through supplier management, RFQ's and neogtiations.
  • Transformed the warehouse operation to improve productivity, raise on-time shipping performance from 90% to 99%, eliminate $80K theft losses and cut logistics costs by $250K annually. Upgraded the team, redesigned the warehouse layout, installed SAP Warehouse Management and RF capability, implemented cycle counting and negotiated better freight rates.
Jul 2003 - Jun 2005

Director, Global Supply Chain

CP Kelco

Led Global Supply Chain organization with separate teams for each of 3 business units in $700M food ingredients manufacturer with 10 plant sites in Europe, Asia and Americas.  FDA regulated environment.

  • Designed and led a global S&OP process which improved forecast accuracy 10% and reduced inventory $14M (11%).Initiated sourcing from Chinese suppliers to resolve long-term supply shortage.
  • Led capital project for SAP APO forecasting and scheduling software to replace manual processes.
  • Negotiated lower freight rates and completed 2004 with actual freight costs at $1.1M (9%) below budget.
  • Managed supply chain teams in Denmark, Holland and US; implemented common processes and KPI’s.
Jul 2001 - Jun 2003

VP Supply Chain

American Standard

  Recruited to address severe customer supply and cost issues in $930M bath & kitchen business.

  • Implemented S&OP to achieve 99% fill rates with Home Depot and Lowe’s; cut backorders $8M.
  • Replaced 3 old warehouses with new 900,000 sq. ft. DC and reduced shipping errors 40% using Six Sigma.
  • Led SAP forecasting and production planning project to replace manual planning on 10,000 SKU’s.
  • Consolidated and upgraded supply chain organization including hiring of 2 new directors.
  • Managed $120M distribution cost, led network optimization project to determine best DC locations.
Dec 1996 - Jul 2001

Director, Global Logistics

Schick/Wilkinson Sword (Pfizer)

Recruited to improve global supply chain processes, systems and organization in $870M shaving products business; directed 110 colleagues and managed customer supply from plants in China, Germany, Venezuela and US.

  • Implemented Global Sales & Operations Planning process to manage new product launches for Slim Twin, Silk Effects and XtremeIII. Achieved 99% on-time delivery for Wal*Mart and K-mart.
  • Led an MRPII Class ”A” Certification project, resulting in savings of $9M.
  • Installed Manugistics forecasting and inventory planning software in Asia and Americas.
  • Managed global sourcing team with $120M procurement spend and achieved $3M savings through improved supplier negotiations on corrugated, blister cards, resins and colorants.
Jun 1978 - Nov 1996

Supply Chain Manager

E. I. DuPont de Nemours & Co.

Promoted through series of increasingly responsible engineering, purchasing, distribution, and supply chain positions:

  • Supply Chain Manager
  • Distribution Manager
  • Rail Fleet Manager
  • Senior Buyer
  • Process Engineer 


Sep 1986 - May 1989


Jan 1980 - May 1983


University of Richmond - Robins School
Jan 1975 - Jun 1978


The Ohio State University


Running, Skiing & Golf


Vice President Supply Chain, Operations or Sourcing in consumer goods, pharmaceutical or biotech industry - West Coast location preferred.


Council of Supply Chain Management Professionals (CSCMP) - Member

American Production and Inventory Control Society (APICS) - Member


A results-oriented supply chain executive with outstanding experience in supply/demand planning, logistics and procurement at consumer goods, cosmetic, food and beverage companies.  Talented, versatile leader with end-to-end supply chain experience and proven ability to assess strategic international supply chain issues and drive critical change to support business growth, incorporate best practices and improve customer service levels.  Six-Sigma and MRPII trained hands on manager with successful record of process improvement.  Team builder with strong analytical and problem solving skills; develops integrated systems to get results on key business measures: delivery performance, inventory turnover and cost reduction.  




Managed inbound shipments from Europe to 7 US ports for Red Bull which included more than 1 Billion cans annually.  Partnered with Austrian headquarters to negotiate $8 million annual savings on ocean freight rates by securing alternate bids.  Led a direct delivery project which saved $1 million annually by  shipping inbound containers direct to distributors and bypassing the corporate DC's.    Responsible for truckload and LTL contracting at Elizabeth Arden Spas, negotiated 10% savings.   Negotiated ocean freight savings with CP Kelco of $1 million annually (11%) for international shipments from 10 plants in Europe, Asia, US and Latin America.   While at DuPont, managed the company rail fleet of 10,000 rail cars for 2 years.  This fleet of cars was used to transport hazardous products across the US and was upgraded for improved safety performance.    Managed distribution teams for chemicals and plastics businesses at DuPont for 4 years.  


Managed the warehousing function at Red Bull, Elizabeth Arden, Schick/Wilkinson Sword, American Standard and DuPont.  Managed DC's up to 980,000 square feet and a network of 7 DC's. Experience working both through 3PL's and company owned/operated facilities.  Implemented Class "A" cycle counting processes to achieve 98% inventory accuracy.  Installed SAP warehouse management systems.  Developed metrics and improved productivity through better layouts.   Initiated and sponsored a network optimization project at American Standard to determine the correct number and location of DC's to serve the customer base which included Home Depot, Lowes and major plumbing wholesalers.  The project identified $7 million in potential savings from the new layout.


Managed the procurement teams at Schick/Wilkinson, Elizabeth Arden Spas and Red Bull.  Over 4 years experience as a Senior Buyer with DuPont.   Achieved over $3 million in savings on packaging, plastics, colorants and corrugated at Schick.

SAP System

Led project to install SAP retail suite at Elizabeth Arden Spas which included forecasting, inventory replenishment, warehousing, transportation and procurement.  SAP was selected to replace a legacy system called Profi'C to improve functionality.   Led project to install SAP Advanced Planning and Optimization module at CP Kelco.   Used and upgraded SAP systems at Red Bull, CP Kelco and American Standard.

Sales & Operations Planning

Initiated and led global Sales & Operations Planning process in 3 separate companies inlcuding DuPont Teflon Finishes, CP Kelco and Schick/Wilkinson Sword.  Sales and Operations Planning includes both Demand Planning and Supply Planning elements.  In conjunction with Oliver Wight consultants, assessed current process performance and implemented upgraded processes.  Held training and facilitated monthly meetings with President/CEO and their staffs.  The process yielded better customer service levels, fill rates and inventory turns. 


Jul 1995 - Present

Six Sigma Green Belt

Excel Partners