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Selected Achievements

Supply Chain Management:•   Directed the $10mm implementation of SAP Supply Chain Management Advance Planning Optimizer (SCM APO) across the ConAgra Foods Consumer division with <1>Benefit                                1st Year Realized Savings      3 Year TargetFinished Good Inventory                $50.0mm                        $233.0mmFixed warehousing costs                $5.6mm                            $10.1mmRedeployment costs                        $1.0mm                            $1.3mmDeployment efficiencies                  $1.4mm                            $3.5mmOverflow warehousing                    $4.8mm                            $5.0mmDistressed inventory                        $9.1mm                          $25.0mm

Additional benefits realizedForecast accuracy improved 30% on average for recent 12 monthsCase-fill improved from 98.4% to 98.6%Store in-stock improved from 98.5% to 99.2%Lower Total Cost of Ownership by replacing 14 legacy planning systems with an integrated SAP implementationAwards from SAP, SmartOps, and Consumer Goods Technology recognizing the overall implementation and business benefits•   Eliminated Unisys mainframe with $12.0mm annual costs with the implementation of SAP SCM APO Vendor Managed Inventory (VMI) to support 40% of the Kellogg Company U.S. cereal business sales.•   Improved processes around food safety and incubation with the $1.0mm implementation of SAP APO Global Available-to-Promise (GATP) to replace SAP ECC ATP, allowing product to properly incubate using SAP ECC Quality Management (QM) prior to being Available-to-Promise or Available-to-Deploy.•   Provided Kellogg Company with single consolidated view of sales forecasts across all divisions, a “one number” driven supply chain, and consistent measurement of forecast accuracy with the implementation of SAP APO Demand Planning (DP) into multiple business units, improving the overall Sales and Operation Planning (S&OP) process.Global / International:•   Eliminated Oracle CPG, associated legacy systems, hardware and people costs with a two year payback by providing business systems consulting for the $80mm Kellogg Europe, Latin America, and Asia implementations of SAP, focusing on inter-company business processes, taxes, workflow, and product costing. •   Completed multiple international implementations, including Kellogg U.K., Mediterranean, Middle East, Spain, Germany, France, Guatemala, El Salvador, and Korea.Finance:•   Provided $30mm in annual tax savings and better financial reporting aligned with the corporate legal structure with the activation of SAP Material Ledger and Profit Center Accounting, and restructured SAP ECC organizational structures across the Kellogg U.S. companies.•   Directed the APO strategy for the complete green-field implementation of new SAP instances to replace all existing SAP instances, including SAP ECC 6.0, APO 2007, BI 7.0, CRM 2007, and SAP NetWeaver 7.0 Federated Portal Network to facilitate the replacement Oracle Financials with SAP ECC 6.0 New General Ledger (New GL).Mergers and Acquisitions:•   Provided a $17mm reduction in the I.T. operating budget by implementing SAP into 13 manufacturing plants across 3 different divisions of Kellogg North America to replace Oracle CPG and associated legacy systems following the $3.8b acquisition of Keebler Company.•   Eliminated all Y2K risk and removed I.T. cost structure by implementing SAP into 8 plants in 1 year following the late 1998 Keebler Company $450mm acquisition of Presidents Baking Company.•   Established a common I.T. platform to enable business growth and removed the I.T. cost structure by implementing: o   The unique make-to-order business for Bake-Line Products, Inc., a private-label manufacturer of cookies and crackers with annual sales of $180mm, and subsidiary of Keebler Companyo   Three plants in less than 6 months following the 1996 Keebler Company $350mm acquisition of Sunshine Biscuits, Inc.o   One plant following the 2000 Keebler Company $250mm acquisition of Austin Quality FoodsManufacturing, R&D, and Purchasing:•   Completed 3 waves of implementations (12 plants) to replace six different legacy systems with a two year payback in the $150mm three year rollout of all ECC manufacturing processes to 36 plants in the ConAgra Foods Consumer division with direct accountability for SCM Advanced Planning Optimizer, ECC Recipe Management (RM), Quality Management (QM) Production Planning Process Industry (PP-PI), Material Requirements Planning (MRP), Plant Maintenance (PM), and Manufacturing Intelligence and Integration (xMII) processes integrated with Purchase-to-Pay and Financials.•   Provided corporate visibility and controls to $450mm annual capital spend by implementing SAP ECC Project System in the ConAgra Foods Consumer division.•   Simplified the I.T. landscape and provided visibility to maintenance best practices, and corporate spare parts spend by replacing multiple legacy systems with the implementation of SAP Plant Maintenance (PM) and associated business processes for spare parts materials management, MRP, and purchasing into five Keebler plants.•   Reduced corporate indirect spend for office supplies with the implementation of SAP EBPro for indirect procurement using an electronic catalog in 3 months, winning a Computerworld Honors Program award for the implementation.Human Resources:•   Improved payroll accuracy and labor scheduling business processes with the implementation of SAP Hum Resources (HR) Time and Attendance into five multi-union plants, using Kronos clocks for data collection, and interfacing SAP HR Gross Payroll to Ceridian and Ceridian Net Payroll to FI / CO.SAP Upgrades:•   Directed the ConAgra Ramp-Up upgrades of SCM APO from 4.1 to 5.0, and 5.0 to 5.1 •   Directed every Keebler Company SAP R/3 upgrade (2.2c to 2.2i, 2.2i to 3.1h, and 3.1h to 4.6b) with responsibility for all aspects, including budget, technical upgrade, support package application, SAP GUI distribution, SPAU / SPDD, integration, regression and interface testing.•   Directed the Kellogg Company upgrades of SCM APO from 2.0 to 3.0a and 3.0a to 4.1 using the Ramp-Up process


Results-oriented business-focused technologist with broad, in-depth knowledge of supply chain, manufacturing, purchasing, and finance processes.  Excellent track record developing and managing capital and operating budgets. A tenacious project manager with a demonstrated proficiency in executing concurrent large-scale projects on time and on budget. Recognized as an innovative strategist with extensive experience developing and executing combined business and I.T. plans to integrate companies following mergers and acquisitions ranging up to $3.8 billion.  An effective leader with a proven ability to develop and manage a geographically diverse staff, providing strategic vision and strong mentoring. Customer-focused team player concentrated on transforming I.T. into a true business partner and enabler.


I.T. Strategy, Business Transformation, Business Acumen, ROI, ERP, SAP, Vendor Management, Requests for Proposal, Budget Management, Mentoring, Technology Integration, M&A, Project Management, Staff management, Supply Chain Management, Manufacturing


Work experience


VP, SAP Integration


Senior Director, Supply Chain Management Transformation


Senior Director, Manufacturing / Logistics Systems - Senior Director, ERP Solutions

Kellogg Company

Senior Manager – Senior Director, Manufacturing / Logistics Systems


Associate Programmer Analyst – Lead Analyst



DePaul University