Colin Bryan, MBA

“New role. New mission. Same drive. Excited to start at #KleinTools where tradition fuels innovation and grit drives growth. Ready to make an impact and build what's next!"

• Owned all aspects of Supply Chain Operations, including $400MM global procurement, multi-site distribution and logistics across North America, UK, and EU achieving 14% global cost savings. • Led ERP integration for IBP, WMS and SIOP, increasing forecast accuracy from 38% to 82% and inventory turns from 0.8 to 4.2 over two years. • Redefined distribution ecosystems through process transformation and automation, reducing outbound warehouse order processing times by 97%, increasing cycle count accuracy from 78% to 99.8% and achieving 52% year-over-year inventory reduction while delivering operational efficiency, cost reductions and scalability. • Strategized & executed global sourcing contracts to achieve 21% cost savings while improving performance KPI’s and cash flow. • Integrated warehousing networks across North America, UK, and EU, creating consistent processes, increasing efficiencies and reducing costs by 12% YoY. • Developed reverse logistics, repair and refurbishment operations to reduce waste and create sales opportunities.

• Led end-to-end supply chain operations, achieving 16% annual savings by optimizing demand and supply capabilities with technology and workflow transformation. • Developed and implemented risk management strategies, ensuring business continuity and FDA compliance, while consolidating teams into a cohesive multi-site unit. • Aligned global supply chain roles, streamlining workflows, and implementing technologies and automation to deliver cost efficiencies and enhance customer service, driving sales growth. • Led all in-house manufacturing planning and contract manufacturing to ensure optimal schedule attainment to meet organizational targets for inventory, cash flow, sales and performance metrics. • Led optimization of multi-site distribution network and transportation lanes, achieving savings of 12% annually while improving customer service to 99.6%. • Over-performed on all targeted performance metrics for end-to-end planning, procurement, distribution and logistics.

• Spearheaded global S&OP cadence, achieving 24% inventory reduction and improved forecast accuracy from 17% to 81% while maintaining 99.8% order fill rates. • Led global category procurement activities ($180MM), achieving YoY savings and enhancing quality and efficiencies globally through strategic near-shoring activities. • Managed a global cross-functional team to deliver long-range global manufacturing capacity transformation to mitigate risks and leverage optimal landed cost. • Managed omni-channel warehouse network transformation and WMS integration, focusing on multi-year improvements in performance and consumer experience, reducing total shipment costs and lead times.

• Led JDA and WMS integration along with SIOP cadence, establishing KPI’s, process improvements, technology implementations, resulting in a 60% reduction in inventory levels, a 75% increase in forecast accuracy, and a 40% increase in team efficiency through optimized workflows. • Managed global procurement ($200MM) in finished goods and raw materials, identifying and leading sourcing opportunities (near-shoring), achieving cost reduction, improved lead times, payment terms and quality. • Spearheaded a 20% reduction in total landed costs through global sourcing initiatives and process optimization. • Achieved C-TPAT trade compliance certification for the US subsidiary.

• Led ERP/MRP/WMS (SAP/APO) integration as SME for sourcing, manufacturing execution, demand, and supply planning for multiple business units resulting in strategic supply chain design and efficient workflow transformation to optimize processes across North America. • Boosted business unit productivity by 50% and forecast accuracy by 40%. • Increased manufacturing capacity by 30% while reducing warehouse footprint by 15%. • Blueprinted and redesigned manufacturing and supply chain processes to align with strategic goals. • Managed cross-functional data across multiple business units to enhance collaboration. • Created process flows for supply chain, procurement, warehouse management, and manufacturing execution. • Led training initiatives for end users and senior management to support ERP/MRP implementation.

• Led supply chain and manufacturing operations, achieving $1.2 million savings with 22% GM improvement on a $24MM business by consolidating three external sub-contractors into an in-house facility. • Managed production manufacturing in LCC, initiating lean methodologies to boost productivity, reduced costs, and enhanced product quality while reducing vendor base from over 180 suppliers to 68 within 12 months resulting in $600K in annual savings. • Developed long-term LCC manufacturing strategy to support growing entrepreneurial business unit activities, goals and objectives. • Led a team of over 30 employees in manufacturing, sourcing, and supply chain management.

• Developed and led the Rubbermaid Foodservice Products S&OP process to identify gaps between demand and supply and align forecasts with financial commitments. • Led cross-functional team to ensure successful new product launches resulting in accelerated time to market to capitalize on current sales initiatives with strategic customers. • Executed SKU rationalization initiative, achieving 62% reduction in complexity across business units. • Championed divisional packaging opportunities, maintaining customer satisfaction while minimizing organizational risk. • Led executive management through monthly reviews of business state during S&OP processes. • Identified gaps and developed actionable plans to enhance organizational performance. • Implemented S&OP software, optimizing forecasting and planning practices across divisions.

• Managed the operational aspects of producing sample vehicles in low-cost regions, utilizing existing US and Mexico manufacturing plants, later opening and managing a dedicated LCC site. • Managed all manufacturing and cost reduction strategies to support production lifecycle of sample vehicles across diverse channels. • Delivered 70% cost reduction for sampling by insourcing entire operation and rationalizing component supply base to improve product quality and increase volume. • Evaluated domestic and international suppliers to optimize capabilities and costs. • Coordinated with stakeholders to implement effective marketing strategies. • Created marketing tools in collaboration with account managers. • Facilitated post-analysis of in-house sample vehicle production outcomes.