Andrew Talsma

Operations and Supply Chain Leader with 25+ years leading enterprise transformation, lean deployment, manufacturing optimization, supply chain optimization including inventory rightsizing, warehouse & logistics redesign, and continuous improvement initiatives across automotive, industrial, oil & gas, consumer goods, and Fortune 500 environments. Proven track record delivering multimillion-dollar cost reductions, inventory optimization, operational turnaround strategies, and KPI-driven performance management across multi-site operations and supply chain networks. Expertise includes PFEP, facility design, S&OP alignment, Lean Six Sigma, ERP, WWS, MES integration, and executive stakeholder leadership.

General Assembly Subject Matter Expert – Lucid Motors - The Productivity Team - United States

Contractor working onsite at the Lucid Motors Casa Grande, AZ facility developing a gap analysis of current Casa Grande general assembly logistics

• Leadership training, leadership system tools, Plan for Every Part (PFEP) and operational execution.
• KPI gap analysis, mean time to warehouse picking, mean time to deliver material lineside.
• Standardize team leader and supervisor daily management.

Senior Project Manager – Business Process Consulting - Uber Freight - United States

(2015-12 - 2025-10)

Lead strategic transformation projects for Fortune 500 clients, advising executive leadership on supply chain assessments, network optimization, logistics cost reduction and dedicated fleet optimization, facility assessment and design, onsite or online training & education. Responsible for 4–8 consulting engagements per year, managing multimillion-dollar portfolios across North America.

• Coca-Cola North America: Used KPI dashboarding for North American dedicated fleet and executed a dedicated fleet strategy optimizing fleet size and lane fit, achieving $4.6M in savings in 2024 with $2.1M projected in 2025.
• Eaton Corporation (El Paso Cross Dock): Designed and presented a supply chain roadmap to achieve $5.1M in savings over 2025–2026.
• Kao Corporation: Led a 3PL assessment that generated 7% logistics cost savings in the Toronto, Canada market.
• Shaw Floors: Facility greenfield design vs. brownfield redesign analysis with and without distribution center automation. Delivered 10–30% cost reductions across multiple engagements through KPI dashboarding, facility design, and process optimization.
• Unilever: Managed dedicated fleet support and procurement projects assessments with logistics $50M to $350M.

Lean Deployment Executive - LeanCor Supply Chain Group - Houston, TX / Charleston, SC

(2015 - 2021)

• Mitsubishi Caterpillar Forklift America: Improved delivery, storage, and inventory KPIs for 3 assembly line manufacturing of electric and propane forklifts, reducing inventory by $20M and saving $1.5M over two years. Multi-site warehouse redesigns, lean material flow using Plan-For-Every-Part (PFEP), JIT, Kanban & kitting techniques to reduce material shortages and hot calls by 95%.
• Origin Point Brands: Directed Lean fulfillment optimization with global gardening company, improving E-commerce order fulfillment capacity by 10x. Receiving optimization with container throughput improvement by 4x.

VMS Manager / Sr. VPA (Lean Six Sigma Manager) - VAM USA - Houston, TX

(2012 - 2015)

• Developed 6-person team trained & coached plant managers and line leaders across five sites and 8 production lines to build $19M in savings roadmap over 18 months.
• Implemented "Gemba Walk" systems and operator empowerment programs, increasing idea closure rates by 75%.
• Led root cause analysis and reduced OEE losses by 17%, generating $240K annual savings.
• SAP implementation for manufacturing, material planning, logistics and master data support.
• TPM coach, data analyst support and autonomous maintenance leader in execution across 5 plants and 12 production lines.

Operations Leadership Progression - Robert Bosch Corporation - Charleston, SC / Kentwood, MI

(1997 - 2007)

• Directed 100+ hourly employees, 2 supervisors & 3 mechanical engineers in machining operations.
• Reduced scrap by $1.25M and reduced work-in-process inventory by $750K through kanban implementation.
• Improved production throughput from 300 to 3,000 units/day.

Bachelor of Science - Business Management - University of Phoenix