Mary Keuffer

Operations and supply chain executive successful at leading both high and low volume/high mix supply chains for manufacturers. Successful at introducing best in class initiatives to streamline systems and processes, improving efficiencies, reducing costs, enhancing quality, reducing lead times, and building high performing teams.

Core expertise includes: In house and Contract Manufacturing for Medical Equipment and Electronics, Pharmaceuticals, Consumer Products, Food, Industrial Tools, Metals and Plastics (Company revenues from $34 million to $10+ billion)

• Managed departmental P&L's from $250,000 to $5,300,000
• Demand, Supply, and Inventory Planning and Control
• Sales, Inventory, and Operations Planning (S&OP/SIOP/IBP) Development and Implementation
• Integrated Business Planning (IBP) Development and Implementation
• Forecasting, SIOP, and Production Planning
• Procurement/Purchasing, Vendor Sourcing, Negotiations & Contracts
• New Product Development & Lifecycle Planning
• Systems Development & Implementation worldwide (ERP's: ASI, JDE, Masterpack, SAGE/MAS, Oracle NetSuite
• Forecasting: ASI, ForecastPro, Demand Solutions)
• Experienced in all Microsoft Office Programs (Excel, PowerPoint, Word, Project, Visio)
• Conceptualized and processed improvements throughout operations and supply chain
• Black Belt Lean Six Sigma projects successfully completed
• Certified Lean Six Sigma Green Belt, APICS CPIM, APICS CSCP, APICS Risk Management
• Experienced Kaizen leader with significant documented improvements and cost savings.

Head of Global Supply chain and Procurement-ERP Leader at Zyntra (2018-01 – Present)

• Leader of Global Supply Chain Process Improvement and ERP Implementation for end to end, global supply chains & Engineering Organizations (Master data, BOM's, Item Masters, Routings, Capacity Planning, IBP, SIOP, new product introduction processes, planning, purchasing, procurement, category management, inventory, warehousing, transportation)
• Successfully redesigned both processes and technology to meet best in class criteria, and taught concepts and actions. Processes/systems include ERP, Forecasting, Sales and Operations Planning, IBP, Production planning, Raw materials Planning, Global Sourcing, and Category management
• Designed & Implemented the companies' first supply chain organizations globally (Greenfield start ups)
• Streamlined Engineering new product introduction, SIOP, forecasting, planning, purchasing, production, order processing, and warehousing processes
• Led and plan for successions for global materials
• Developed SOP and Work Instructions processes, and coordinated, and trained managers

Director of Supply Chain at Jif-Pak Manufacturing/kalle (2015-01 – 2018-01)

• Led departments of Forecasting, S&OP, Planning, Sourcing, Procurement, Inventory Management, Warehouse, Logistics and Shipping/Receiving
• Designed and implemented automated programs and processes for sales forecasting
• Developed company's first SIOP process, reducing total labor costs by 10%
• Collaborated with R&D/Regulatory to save 11% of direct material annual spend within first 4 months
• Developed improved systems and processes for master scheduling and production planning, excess & obsolete identification for reserves, inventory tracking, inventory accuracy improvements, forecast accuracy improvements, warehouse efficiency, maximized efficiencies and procurement costs, SIOP, IBP, and for financial forecasting

Senior Supply Chain Manager at Baker Hughes (GE) CONTRACT (2014-01 – 2015-01)

• Directed departments of Forecasting, Planning, Purchasing, Warehouse, and Shipping/Receiving - comprised of 55 reports
• Achieved $7.5 million in purchasing PPV, versus a target of $4.5 million
• Accountable for department P&L of $5.3 million
• Doubled on time supply to customers within 4 months by implementing improved processes
• Introduced Gartner metrics for improved ownership and accountability, leading to long term improvements in end to end supply chain
• Designed and implemented consignment programs. Implemented bar code management
• Led lean and Kaizen teams, achieving significant improvements to lead time and reduced costs

Senior Materials Manager at Alconlabs/novartis (2011-01 – 2014-01)

• Led departments of Forecasting, Planning, and Purchasing, comprised of 16 direct reports
• Reshaped a department of individuals into a collaborative team
• Reduced COG 3% year over year
• Designed and implemented Inventory Management processes for improved service and cash flow
• Reduced inventories by 12% in Q3-Q4 of 2013
• Introduced significant metrics for improvements in scheduling, cycle counting/inventory adjustments, purchase planning, and forecasting
• Interim Manufacturing Manager (3 months), reducing manufacturing led time by 15%
• Co-implemented JDE MRP for improved service to 99.6%
• Improved BOM structures, and co-led cross functional project teams for new product development and market introduction

Director of S&OP AND Operations at Rexall Sundown/GNC (1999-01 – 2011-01)

• Led all aspects of forecasting, S&OP, planning, sourcing, purchasing, inventory control, and raw materials replenishment with a 44-person staff
• Managed the department P&L for $300K
• Spearheaded S&OP and new product introduction cross-functional planning meetings with sales, forecasting, purchasing, planning, finance, research/testing, and merchandising
• Designed an employee development and training improvement incentive plan which resulted in improved planning with $300,000 in cost savings

Manager of Production & Inventory Control at THE MIRRO COMPANY, DIV OF NEWELL-RUBBERMAID (1990-01 – 1999-01)

• Additional positions held: Plant Manager, Supervisor of Scheduling, Systems Development Engineer, Forecaster, New Product Development Engineer, Cost Estimator, and Industrial Engineer
• Invented a completely new product line and developed its manufacturing processes, which became over 50% of the company's output (ensuring an additional 4 year profitable life for the division), and brought to point of creation through significant collaboration with engineering, supply chain, operations, marketing, sales, and finance
• Assisted in design, setup, and running one domestic established, one domestic retrofitted, and one Greenfield plant in Mexico simultaneously (6 months)
• Responsible for all localized functions (manufacturing, materials, quality, maintenance, and plant engineers at three manufacturing plants at the same time (6 months)
• Implemented new ERP system and trained materials staff for newly acquired divisions
• Accountable for $60 million in inventories, increasing turns over a 4 year period for raw materials from 10 to 22, WIP from 10 to 25, and finished goods from 5 to 13
• Improved forecast accuracy by sku from 46% to 91% within 2 years, and on time in full OTIF customer shipments from 94% to 97% within one year
• Developed and implemented process improvements and methods, resulting in improved efficiencies, reduced overtime, reduced setups and faster throughput, with a measured expense savings of $1.1 million, and $1.3 million in process improvements annually
• Achieved $1.3 million in MPV/PPV annually
• Developed inventory and sales forecast plans with sales and marketing managers, and tracked to ensure open advance communication and planning for new product introduction, transition, and obsolescence
• Consistent super user of lean 6 sigma tools and techniques, and identified sizable opportunities and risks through VSM
• Developed and implemented MRP/CRP/ERP systems and trained leaders in each functional department
• Acted as a change agent for POS VMI (vendor managed inventories), finished goods and raw and work in process inventories, MRP and master scheduling, capacity planning, SIOP, and forecasting
• Regularly presented to management the multi-plant positions and plans, as well as performance to kpi
• Designed component and packaging consolidation program to reduce inventories and costs
• Assisted with design and implementation of two new lean manufacturing sites
• Collaborated with sales, merchandising, finance and operations to develop monthly, quarterly and annual strategies and sales and revenue plans (global and by sku) to establish budgets
• Developed scheduling process and trained to reduce schedule changes, transportation, and changeover costs
• Determined bill of materials and operations routing standards for improved costing and inventory control
• Assisted the development of employee union contracts and resolved complaints prior to third stage
• Implemented SPC programs for critical bottleneck operations

MBA – Cardinal Stritch College

BS in Industrial Engineering – UW-Milwaukee

AS in Industrial Engineering – Gateway College

High School Diploma – Walden III High School