George Kelly

Jamestown Consulting specializes in ERP implementations and Supply Chain Management. We have experience in large scale implementations of NXTrend, SX.e and Cloud Suite applications. Currently working with one of the nations largest Moulding and Building Material Distributors implementing Infor Cloud Suite Distribution focusing on Supply Chain, Purchasing, Inventory Management and Total Warehouse Logistics (WMS) . We are always looking for new opportunities to help you meet your future objectives.

Long term contract, 50% on-site. I was brought in to lead the effort to reimplement the Infor SXe purchasing and inventory control functionality and help prepare the business to be sold.

Liaison between business users and IT teams to deliver quality solutions and provide daily support Of the Infor SX Enterprise system. Analyzes complex business problems to be solved with automated systems. Provides technical expertise in identifying, evaluating and developing systems and procedures that are cost effective and meet user requirements. Configures system settings and options; plans and executes unit, integration and acceptance testing; and creates specifications for systems to meet business requirements. Designs details of automated systems. Provide consultation to users in the area of automated systems. Lead cross-functional linked teams to address business or systems issues.

Responsible for scoping, planning, implementing, and measuring projects in support of strategic initiatives. Collaborate with Sr. Management, Branch Operations, Sourcing, and Strategic Products Group to develop and implement projects. Redesigned enterprise product search engine resulting in a 50% speed improvement over prior design. Implemented a procurement rounding strategy that is projected to yeild a 20% reduction in distribution center branch fulfillment picks. Currently managing the implementation of Descartes Systems FleetWise monitoring for delivery routing and scheduling.

Promoted to manage a staff of 36 associates across 4 functional areas in the United States and Canada. Successfully designed databases, created SOP’s and trained associates to support the Wolseley Canada 350,000 square foot distribution center opening. Led a team of 50 associates involved in the SAP data conversion effort. Successfully converted the product data for the SAP pilot and R1 implementation. Accountable for KPI’s, budget, expenses and travel scheduling that supported the SAP data initiative. Started a Process and Measurement team dedicated to Microsoft Access development resulting in savings of 237 processing hours and 130 man hours. Implemented redesigned databases and processes that reduced product setup lead times by over 50%. Initiated Lean practices to increase efficiencies and reduce waste.

Promoted to represent the purchasing and master data business requirements of Stock Building Supply for Wolseley’s Global IT project. Wrote business and system requirements for PeopleSoft and SAP development. Traveled internationally and worked with business leaders from 13 countries to understand and document the company’s business requirements. Led the cross-functional team of business and IT associates that successfully recommended a global MDM system platform to Wolseley management that is still in use by the enterprise today

Recruited to convert 23 disperse computer systems to the centralized NX Trend ERP system (Infor Systems). Trained regional purchasing buyers on system functionality and inventory planning strategy. Hired and trained a team of 15 product data experts that converted and maintained product and manufacturing data. Worked with suppliers to understand their product strategy to better integrate those products into the new system. Wrote and implemented SOP’s for standards, approvals and maintenance. Started indirect spend group that consolidated and centralized wireless services that resulted in over one million dollars in savings annually. Stock Building Supply was a division of Wolseley.

Promoted to manage the startup and development of a new branch location selling installed windows, doors, millwork and floor covering to large track builders. Delegated total accountability for all P&L and operations of the new facility. Operating budget included thirty associates, eight trucks, two hundred thousand-dollar inventory and revenue of over five million dollars. New branch was profitable during tenure as manager.

Promoted to direct the implementation of the NX Trend ERP system (Infor Systems). Designed and developed a rules based configuration program for door and window manufacturing operations. Standardized product data across the Rugby Building Products division of Huttig. Created training manuals, policies and procedures and set up a “help desk” accessible to the entire division. Administered a wide range of reports, including project schedules and expense reports. Completed the integration project ahead of schedule and on budget.

Recruited to centralized all buying positions in Rugby’s Atlanta headquarters. Consolidated and implemented corporate buying programs across all major product lines for 8 distribution centers. Established a highly profitable purchasing rebate volume incentive program. Developed systems and procedures for all aspects of central supply including new product development, defective/returns, and quality control testing. Responsible for the implementation of in-house private label brands for steel and wood doors. Rugby merged with Huttig Building Products in 1997.

Worked inside sales for 3 years supporting customers and outside sales staff. Managed three purchasing associates and delegated purchasing responsibilities for custom millwork, doors, windows and building materials. Negotiated terms and agreements with all major manufacturers. Worked directly with customers on custom millwork and window orders. Established product review schedule to increase inventory turns. Directed computer system implementation and operations. Promoted products and serviced customer needs. Reduced inventory by 25% and eliminated the need for a 3rd party warehouse resulting in $150,000 annual savings.

The Daren Executive Program is designed to deliver the core content you need to become a strategic leader. We used indepth case studies, projects and work team consisting of Wolseley Sr. Management from across the globe to think out of the box and come up with solution for real issues.

Bell Leadership programs and principles were used at Stock Building Supply to help managers become leaders. Through a combination of classroom training, executive coaching, Bell helped me develop the skills I needed to move to the next level. The skills I learned have helped me both at work and at home.