Peter has a strong background in global supply chain processes and systems management with a focus on advanced supply chain planning (Global Demand/Supply/Inventory/Capacity Planning) across number of industries, including Semiconductor/High Tech, Metals, Automotive, and Consumer Packaged Goods (CPG) to improve their operations and business performance.
- Integrated Business Planning/S&OP – Improvement or Development of S&OP (Integrated Business Planning) processes. This includes leading Demand Review, Supply Review, Inventory Review, Financial Review, Product Lifecycle Review, and Scenarios/Suggestions for improvements for the executives to make decisions, where it requires rigorous process and policy adherence, and active participation of executives for decision-making, along with tools that summaries demand/supply/inventory/financial/PLM pictures for the planning horizon.
- Supply Chain Planning and Inventory Management – Strategizing and transforming Demand Planning, Supply Planning, and Inventory Management. Experience in utilizing leading supply chain planning software packages, such as SAP APO (DP/SNP), Oracle Demantra/ASCP, JDA (DP/ESP), and Kinaxis that would support unconstrained demand forecasting and planning, constraint-based supply / capacity planning, and safety stock strategies resulting in JIT customer satisfaction, optimal inventory level, and reduced transportation costs.
- Other areas of experience: Product Lifecycle (NPI/EOL) and Financial integration to the Demand/Supply Planning Process, SKU Rationalization, effective Collaboration with contract manufacturers and suppliers
- Led many successful supply chain transformation programs for Fortune 500 companies, from Concept to Design, to Implementation, to Go-live and Support. Development and management of large scale global program and projects. This includes establishing project governance structures; managing business resources from various functions, business units, and geography; assembling a multi-vendor team to run functional analysis and solutions, offshore development, and a large contingent of onshore staff augmentation consultants. Designed processes for issues escalation, scope change & prioritization, project health-check (on-going value tracking, project status updates) throughout project lifecycle. Implemented a robust gating process (exit criteria) to ensure deliverables are completed in time with quality and project objectives/values are met.
Nike, Nokia, Xircom, Motorola, HP, Dow Chemicals, Zebra Technologies, Schnitzer Steel, Baker Hughes, Toyota, Ford, Johnson & Johnson, Bell Helicopter, Mattel