Improved global sourcing strategy. Isagenix was challenged to quickly expand its brand globally. In order to meet this aggressive goal, I streamlined and improved supply chain sourcing and selection strategy for the targeted international markets. This allowed for a successful and on time implementation of 4 markets in 18 months (Malaysia, Vietnam, Indonesia, Colombia).
Developed 3PL service level process. Isagenix did not have an effective closed loop tool for establishing documented service levels for the 3PL partnerships it maintained in its global market. I developed a set of KPI’s that we monitored and incorporated into various 3PL contracts improving 3PL performance
Expanded operations. Won two new profitable contracts for TechniPak. However existing warehouse space was insufficient to meet new demand. Identified, negotiated for, and acquired second facility. Reorganized the different fulfillment lines into one new standardized process. Moved into new facility ahead of schedule and under budget, enhancing efficiencies, and saving $135K in year one.
Relocated operations to cut costs and grow profits. TechniPak’s Colorado location was ill-suited to service its clients in an efficient cost-effective manner. Researched numerous potential locations. Based transit times, port accessibility of, and cost of taxes, labor and space. Identified Reno NV as best new location. Slashed inbound and out-bound delivery times saving $500K+ in first year.
Streamlined logistics, cutting costs. TechniPak was unable to efficiently manage the processing of its orders and lacked metrics to identify the source of the problem. Replaced warehouse management system to automate process and allow for electronic tracking of orders while providing useful metrics. Slashed labor costs 25% and created ability to grow business at not increased costs driving $2M revenue increase in six months.
Created customized order fulfillment system. Labor costs for TechniPak’s pick, pack, and ship operation were excessive. Warehouse layout and processes did not allow for effective expansion and inhibited company growth. Created and implemented CPI initiatives streamlining operations. New processes reduced the per order costs 10%, saving $120K annually.
Created inventory control system. The challenge of balancing client’s forecast with incoming supply of material was driving Peak Industries costs up. Created "eHub" that allowed supplier’s inventory to be stored in Peak’s warehouse, but remained the property of the supplier. Developed online software solution to manage the process, while automating purchasing, invoicing, and billing. In first year increased inventory turns 12% and saved $1M.
Streamlined operations. Peak’s method of moving materials from the warehouse to the production floor created bottlenecks and was slow, inefficient, and costly. Created and developed custom software solution utilizing electronic Kanban pulls based on MRP. New system enhanced operations, cut work in process inventory saving $650K in first year.
Implemented JIT to improve efficiency. Peak Industries followed a very traditional approach to purchasing through local suppliers and large PO order quantities leading to inefficiencies and excess costs. Develop a group of reliable and flexible local suppliers who bought into newly implemented JIT processes. New processes increased inventory turns 25%, reduced on hand inventory $500K, and was adopted company-wide