Christopher Barth

Serve as Subject Matter Expert (SME) for end-to-end supply chain operations, overseeing the Mexico office as Managing Director. Coach and mentor a team of supply chain professionals to improve daily/weekly/monthly operations and supply chain performance. Lead short-term and long-term interventions and systemic/transversal process improvements across demand sensing and planning, inventory management, supply chain organization design, lead time reductions, and synchronization to supply chain operating strategies.

Key Contributions:

Established a $4M business development pipeline and increased sales by $1.1M, achieving a 200% increase in NA Supply Chain and Mexico’s operations.

Led a $10M results-based assignment for integrated Supply Chain and Manufacturing Excellence Program for a North American food company; achieved capacity unlock through loss reduction in traditional TPM and planning losses, resulting in reduced customer backlogs and improved OTIF.

Served as Program Leader for CPG customer service project at a North American company valued at $4B.

Directed global replenishment and inventory improvement program for a chemicals company comprised of 26 warehouses and 10 manufacturing sites; planned and launched multiple projects comprised of distribution to manufacturing. Formulated strategic plans to reduce inventory by 27% and implemented process improvements for safety stocks, lead times, and efficiency.

Developed and executed a Top of the Funnel Business Development Strategy for the Mexico office, growing revenue by 59% in just two years.

Implemented a performance system for key account management, operations, sales, and business development.

Led end-to-end supply chain strategy and execution for NA pilot division for a global world-class supply chain program in a construction products/high performance materials organization. Directly supervised team members across two plant locations, comprised of 500 employees. Conceptualized and executed continuous improvement/operations strategy and developed targeted Key Performance Indicator (KPI) performance including savings system, capability roadmap, customer relationship development, manufacturing improvement program, product development, sales/operations planning.

Key Contributions:

Realized a first-year savings of $500K and revenue generation of $500K derived from 20% of the projects targeted within the three-year improvement plan.

Directed the Continuous Improvement Program, serving as Director of Continuous Improvement, for 22 sites across a $1B corporation.

Identified $28M in cost out and executed $22M in the first year.

Developed and executed strategies to improve on-time delivery from 87% to 93% organization wide in just six months.

Improved company-wide scrap reduction by 20% and reduced costs for two plant locations by $6M in a two-year timeframe.

Reduced global inventory by 27% in just eight months, achieving global on-time in full result improvement by 20 points.

Coached and guided team members for inventory, purchasing, and end-to-end supply chain operations. Delivered resources and coached on Lean methodologies and best practices. Delivered insight and advice, contributing to the management of various continuous improvement projects. Achieved waste and cost reduction and improved efficiency/processes. Mentored and developed high performing teams responsible for delivering process improvements.

Key Contributions:

Achieved a $125M savings in end-to-end supply chain across promotions for a division of a retail CPG company.

Executed a strategy across retail, CPG company to eliminate waste from the division’s supply chain, resulting in end-to-end on time full improvement of 24 points, 57% to 81%, across a $500M division, while reducing total cost of promotions.

Coached and mentored an M&A group on the Lean design of a new manufacturing plant for retail consumer goods company, as well as a large CPG company on the transfer of equipment, start-up and warehouse design to meet a target OEE of 85% in a 30-day deadline. Applied Lean tools and TPM.

Conceptualized and executed a solution to integrate a sales and operations planning system into a closure company. Developed capacity planning system, resulting in extended production planning to 12 weeks. Installed forecast accuracy and planning cycles that drove revenue to an additional 5%.

Directed all supply chain activities for multiple sites and cross-functional project teams including inventory and budget management, delivery scheduling, planning, procurement, and site equipment utilization. Managed product launches and buildout’s, ensuring timelines were achieved. Directed continuous improvement projects at two sites to reduce organizational costs, realizing $1M in cost savings.

Key Contributions:

Applied value stream mapping, PDCA and other tools to improve lead times to customer base and reduced new order lead time by five to 10 days. Reduced shipping to invoice process steps by 25%.

Developed and executed a planning and production strategy that improved on-time deliveries by 25% in the first six months of tenure.

Strategized to reduce inventory write-offs from $500K to $2K through precise inventory analysis of physical versus perpetual inventories through MRP.

Introduced a forecasting system for sales and production, resulting in +/- 3% accurate forecasts.