Christopher Kutyla

Christopher Kutyla

Interests

Spends quality time with the Family - travels frequently.

Interested in severals sports, music and architecture.

Summary

Over 20 years of progressive advancement in supply chain operations within pharmaceutical, speciality chemical, fragrance and flavor businesses with focus on new product introduction, purchasing, sourcing, forecasting, production planning, distribution, logistics, manufacturing and contract manufacturing. International exposure from both a manufacturing plant and commercial operation point of view.

Results oriented track record of delivering on strategy, transformational programs, customer service, project management, sound controls, clear communications and fiscal management.

Concentrating on people, processes and technology, improved the supply chain organization’s performance by orders of magnitude. Managed resistance to change through a global training and feedback program. 

Work History

Work History
Jul 2006 - Sep 2008

VP Supply Chain

Par Pharmaceutical

As VP Supply Chain, reporting into the Sr. VP of Operations, managed a group of 50 professionals addressing purchasing, forecasting, production planning, API sourcing, contract manufacturing, logistics, new product introductions and distribution for the complete company with an expense budget in excess of $12 million and spend management of $350 million.

2001 - 2006

Dir. Global Supply Chain

Schering-Plough

As Director reporting into the VP of Technical Operations, managed a group of 90 professionals addressing product sourcing, purchasing, forecasting, new product introduction, production planning, logistics and distribution for a $1 billion division for 38 commercial locations and 10 manufacturing plants with an expense budget in excess of $10 million and spend management of $150 million.

1999 - 2001

Manager Global Supply Chain

Managed a group of 6 professionals addressing product sourcing, purchasing, forecasting, new product introduction, production planning and Logistics for a $1.8 billion division for North and Latin American commercial locations 5 manufacturing plants  and spend management of $25 million.

1988 - 1999

Manager Planning and Logistics

Givaudan Corporation

Managed production planning and control, logistics, information systems and environmental for Company's Flavor, Fragrance and Speciality Chemicals Divisions.

Education

Education
1992 - 1995

MBA

Fairleigh Dickinson University
Oct 1976 - Jun 1980

Master Economics

Nicolaus Copernicus University

Skills

Skills

Developing others

Managed effectively team of 90 employees with the focus on developing adaptability, communicating effectively, managing change, taking risks and innovating and enhancing business skills and knowledge.

Display drive and purpose

·     Logistics Optimization - concentrating on people, processes and technology, improved the supply chain organization’s performance by orders of magnitude. Managed resistance to change through a global training and feedback program.  Service levels increased from 82% in 2006 to 97% in 2008, while inventory turns increased from 2.4 times/ year in 2006 to 4.7 turns/ year in 2008 (best in generic pharma) while reducing warehouse utilization from 95% to 52%  thus avoided the need to expand into a larger warehouse.

Managing effective teams and work groups

  ·      Supply Chain Optimization – Implemented a 38-commercial location sourcing/ resupply management system addressing forecasting and product replenishment, reducing backorders, eliminating purchase orders and improving inventory positions for worldwide commercial operations and manufacturing plants. The initiative introduced Vendor Managed Inventory to the corporation and the 3yr return resulted in $28M in savings from a $1M investment. ·      Regional Distribution Center Consolidations – Dramatically consolidated the global warehouses into regional distribution centers.  Eliminated the step of the internal trading company placing orders with the manufacturing plants. The critical mass that was generated from this program led to expanding the market, improving customer service and reducing product obsolescence. A total of 14 warehouses were eliminated as a result of this program.