Albert Tseng

• Headquartered in Brea, Beckman Coulter is a $3.7 billion revenue global leader in the design and manufacture of advanced biomedical diagnostics instruments along with its supporting chemical reagent products.

• As principal buyer managing 5 key suppliers, managed OEM reagent inventory down from nearly $2 million to $1.1 million over a 16 month period while maintaining high service levels.

• Forecast in Demantra Demand Planner for both OEM and Beckman produced items (500 items total). Driver for global regional demand planning enhancements, especially the China Market, Beckman Coulter's largest single growth market.

• Global Finished Goods Planner for finite shelf life reagent products valued at over $4 million, insuring appropriate domestic and global inventories for products required to maintain instrument operations at customer sites with an eye towards scrap minimization.

• Production Planner for Transcatheter Heart Valves (THV) Production in both Irvine and Singapore.

• Managed business that attained all customer service level targets during period of enormous growth (50% volume increase from 2013 to 2014).

• Manage global supply of three generations of Transcatheter heart valves.

• THV Business Unit point person for JDA supply side implementation.

• Owner of the supply and demand management (SDM) process which brought in stocks from 87% to 98% plus in a one year period for the 800 top selling Kwikset items in the US and Canada Markets despite consumer demand being 30% higher than original operating plan. Received the Black and Decker Q1 2013 Achievement Award for this accomplishment.

• A key communicator with the field sales force and a facilitator with plants to share information, build synergies and improve processes.

• US based Thales Avionics is a $350 m annual sales subsidiary of The Thales Group, a Fortune 500 Global Company, and the 9th largest defense contractor in the world.

• Lead Scheduler for foreign sourced SVDUs and PC Boards, the highest spend outsourced items used in manufacture of commercial aircraft entertainment systems. 63 items, $35 m annual.

• Faced with a key component shortage situation, conceptualized and implemented a reporting process which gives visibility to inventory bumps/troughs by item and provides flexibility to reprioritize production. This report was not an original capability of our ERP system.

• Spearheaded improved communications, team building and success sharing internally and with other groups. Built synergies which contributed to improved supply chain team service levels (from 93% to 99%+ within 18 months).

• Led S and OP process and forecasted demand in i2 for one of Clorox's highest revenue businesses, Glad Trash Bags with $796 m in annual sales.

• Guided the Glad Trash Bag Team through a challenging period of petroleum price fluctuations that precipitated two national price increases, then one national price decrease for the entire Glad Trash Bag Brand.

• Analyses performed ascertained early onset of softness in demand for high profit margin Glad Force Flex/Odor Shield with start of recession. Identified further swing in demand away from premium and club to low cost retailers. Findings preempted a shift in production away from premium to base bags.

• During this period, drove SKU DC level forecast accuracy improvements for the Brand. Earned award for Highest SKU DC Level Forecast Accuracy for one cycle. Managed 9,000+ SKUs, the largest portfolio of SKUs of any of the 14 Demand Managers and Planners in Organization.

• US based Pharmavite is the $700 m annual sales subsidiary of Otsuka Chemicals, Japan, and a global leader in the development and manufacture of vitamins and nutritional supplements such as Nature Made, Nature's Resource, TripleFlex, SOYJOY and select private label brands.

• Lead Forecast Planner for Nature Made entry into WalMart. Oversaw growth from introduction in 100 test stores to nationwide rollout in 3000 stores, a $40 m annual business.

• During initial distribution into WalMart, mitigated risk by reconciling optimistic sales forecasts with realistic supply chain forecasts. Questioned methodology used in deriving sales projections. Introduced forecasts based off of observed velocities from average test store performance, which ended up being a closer representation of what really happened.

• Through collaboration with WalMart Replenishment Manager in Retail Link, monitored store level settings, performance and stock levels. Recommended replenishment adjustments that contributed to in stock level of 98.5% for nearly all items at WalMart.

• Leveraged capabilities of both Logility and Demantra to drive forecast accuracies. The WalMart Spring Valley private label vitamins ($15 m annual sales) consistently maintained highest forecast accuracies of all Pharmavite brands.

• Lead Demand Planner for the Chef Boy Ardee Brand, the highest revenue contributor to ConAgra Foods Grocery Products. 28 million cans annual production, two production facilities and 7 regional distribution centers.

• Logility fine tuning and improved collaboration and information flow with other functional groups brought Chef Boy Ardee SKU National forecast accuracy from 65% to 80% within 6 months. Focus on Core 4 SKUs (25% of business) brought their forecast accuracy to stabilize at 80% within four months.

• Spearheaded forecast side activities for four new items rollout. Calculated cannibalization, counted number of stores and included expected velocities. Forecast accuracy improvements from 50% to 70% within 4 months.

• Faced with a situation where there were bumps in the working relationship between the primary plant and central supply chain, implemented a process where forecast attainment by item was reported on a daily basis. Included commentary and new forecast projections. This provided plant the information needed to adjust production quickly and gave supply chain and sales/marketing immediate feedback on performance. Transparency built a more cohesive working relationship between all parties.

(9/01 - 1/02)

• Both forecasted and scheduled flagship, Nestle Crunch, a leader and globally recognized chocolate brand. Achieved forecast and service level targets for a product that was characterized by variable demand, high seasonality and had shelf life limitations.

• Built a cohesive working relationship with sales/marketing and leveraged capabilities of Manugistics. Attained division leading one-month lag forecast error of 28 cases to 1.1 million total cases shipped for Alpo Canned Dog for one cycle.

• Part of the first forecasting team at Nestle to introduce a division wide consensus forecast process involving marketing, sales and supply chain. Culminating in month end forecasting meeting to discuss performance, offer observations and to present forecasts moving forward. Team was also first forecasting group in Organization to utilize the statistical modeling function in Manugistics at that time.

• As a PetCare Deployer handling three production locations and 7 distribution centers, maintained 98.5% service level for all Alpo and Friskies canned even through low inventory periods of two weeks (one week to produce, one week to deploy).