Michael Aldrich, MBA, CPSM

Leads Enterprise Inventory Control across 285 Distribution Centers in the Americas through a matrix organization. Responsible for policy development, audit, and operational excellence/accuracy of $38B in managed assets.

Full Profit and Loss responsibility for 13 facilities spanning 3 states – lead 350+ dedicated Operations, Supply Chain, and Sales team members focused on providing innovative transportation and power generations solutions to commercial and government customers.

Provided services to validate supply chain and maintenance support strategies. • Procedural Review: Provided validation of the acquisition and maintenance strategies regarding rocket technologies and associated systems • Sparing Analysis: Reviewed major aerospace systems and advised on system criticality and industrial-base capabilities to reduce overall programmatic risk

Established significant Supply Chain innovation through organizational realignments and process automation that centralized procurement, launched a distribution network, optimized last-mile delivery and significantly reduced inventory.

Optimized inventory levels by introducing innovative demand planning tools and procedures that reduced over procurement and minimized product obsolescence.

Direct all logistical efforts for unique undersea technology acquisition, production, sustainment and industrial repair. Lead three branches focused on: Technical documentation and configuration management, lifecycle and maintenance support, customer service, material procurement and tracking, planning & estimating, cost control, warehousing and distribution, data management, acquisition logistics, systems integration, facilities planning, Supply Chain Management, transportation, and defense property management.

Led change initiatives and new product integration efforts for all classified technology acquisitions valued at $1.2B. Developed, executed and monitored all aspects of budget and maintained authority and spend approval for an annual budget of $20M. Reduced overall annual spend by 12 percent and maximized resource availability. Assessed financial and logistical effectiveness of program activities and projects and advised leadership on areas of continuous improvement.

Extensive experience in all aspects of RFx processing, strategic sourcing, strategic relationship building and negotiation. Consulted on a myriad of projects to support Sprint's Wireless Network operations. Supported sourcing strategy of the $21B Network Vision project among multinational vendors and reported to various levels of corporate leadership.

Principal for all logistics elements to support a 5,200 member crew in remote areas of carrier based operations. Responsible for budgeting, demand forecasting, allowancing, warehousing and inventory management of more than $386M in repair parts assets. Major duties include: Large-scale human resources management/development (125+ employees), industrial shipboard and aircraft material support (MRO), Lean/Six Sigma process improvement, discretionary consumable budget development ($10M annually) and annual budget/replenishment purchase control ($72M), analytics, warehouse and customer fulfillment/stock replenishment management (to include expediting of priority material). -Responsible for the management and order fulfillment of a U.S. Aircraft Carrier logistical inventory comprised of 46,000 items, valued at $386M. -Ensured all capital products were properly inventoried, tracked, maintained and re-ordered to support operations. -Determined inventory reorder points, on hand quantities and stock positioning to best support efficient repair efforts. Expanded on hand inventory by $4M to ensure aviation operations could be properly sustained. -Managed the material expediting branch that ensured critical components were sourced and delivered Just-In-Time (JIT) to support urgent repairs and operations. -Executed a $72M annual budget to support all maritime and aviation intermediate maintenance facility MRO requirements. Direct management of all shipboard logistical elements to support a crew of 5,200 and 61 aircraft (thousands of flight hours). -Led the daily supply operations, training, and professional growth of 125 personnel. -Performed as liaison between Fleet, Naval Air Systems Command (NAVAIR) and industry team members to coordinate all logistical and program management needs and project initiatives. -Ranked top principal within the department of 500 members.

Executive Assistant. Assisted the CEO in the daily operations and planning of a $3B annual revenue retail organization consisting of 200 stores and 15,000 employees.

Acquisition Logistics Lead F/A-18 Program. Led change initiatives and new product integration efforts for classified RADAR technology and Power & Propulsion (aircraft engine) acquisitions. Monitored all aspects of budget execution to ensure all retrofit actions could be completed as scheduled. Reduced overall program acquisition spend by $12M and maximized resource availability. Worked with 3PL providers to ensure Just-In-Time (JIT) logistics processes were maintained, as required.

Supply Chain Management and International Business Max Fessler Awardee (Decision Sciences)

Versed in all facets of DoD Acquisition Logisitics processes.