Katie Babcock

Highly visible role master scheduling for contract manufacturer of filling, compounding, plastic container assembly of lip balms, deodorants, lotions/creams. • Owned end-to-end production planning and master scheduling for multiple filling and assembly lines, balancing demand, capacity, labor, and cost to maximize margins and on-time delivery. • Facilitated weekly S&OP review with leadership team and daily cross-functional stand-ups ensuring adherence to budgetary goals by identifying risks and providing alignment on strategic initiatives. • Reported on monthly slow and obsolete inventory and provided disposition recommendations for leadership team; reduced inventory by 60%, enabling consolidation into a single warehouse and eliminating the need for off-site storage. • Negotiated strategic supply plans with key suppliers reducing leadtimes by 20% and costing by 10% ensuring production continuity and increased margins. • Coordinated semi-annual inventory activities, analyzed adjustments, made appropriate ERP safety stock and waste factor adjustments, and provided feedback to warehouse/operations on items with high adjustments for root cause analysis and implement preventative and corrective measures.

• Developed custom ERP queries, KPI dashboards, and automated action reports to improve buyer prioritization, financial visibility, and cycle-time management. ERP Super-User and performed User Acceptance Testing. • Strategic procurement and management of $50M annual spend on chemicals. Improved supplier on time delivery from 60% to 90% by spearheading performance reviews and negotiating strategic supply agreements. • Spearheaded a team performing bi-weekly review of slow and obsolete inventory with the executive leadership team, allowing inventory disposition/reduction of $6M in first 6 months of program • Created a cross-functional team to address excess production waste accumulating in the warehouse, utilizing root cause analysis, and implemented process improvements resulting in a $420k reduction in waste. Reduced chemical inventory by $4M (25%) and improved inventory turns through strategic sourcing and lean purchasing strategies.

• Managed short term demand and forecasts by partnering directly with customers regarding strategic production schedules and negotiating liability agreements for high-risk components. • Responsible for planning multiple production lines supporting a large variety of personal care and cleaning products in a contract manufacturing environment. Key member in strategic planning initiatives focused on improving production down-time, reducing change-over labor, and selecting optimum batch sizing. • Strategic procurement of packaging components – negotiated volumes and strategic supply with vendors; targeted delivery JIT based on production schedule

Primary customer contact for product sales and medical device contract coating services. Facilitate production scheduling, regular supply-demand and sales analysis, and inventory review. High involvement in several cross-functional continuous improvement teams. • Primary customer contact for product and contract services for medical device coatings, managing production activities, shipments and supporting documentation. • Initiated a project team partnering with operations to improve product availability on high demand products in effort to reduce inventory shortages and improve on-time delivery performance. After one year, on-time performance increased 7% and average days late was reduced by 4 days and continuing to improve. • Perform regular sales forecasting and analysis with recommendations to operations to support demand changes. • Work closely with business systems group to make improvements to the Syspro ERP system and Qlikview reporting to support operational objectives and metrics.

New analytical role implementing rough cut capacity planning and production priority schedule. Work closely with sales support, purchasing, and production planning to ensure timely flow from sale to shipment as well with upper management to satisfy financial goals. • Responsible for master scheduling of new demand requirements. Reviewed new order requirements to create a level build plan, combine requirements, reduce set up labor, identify and systemically smooth out bottlenecks. • Identified need for and helped to establish evolving processes around demand inputs, level build planning, capacity and material restraints. • Maintained status as cross functional leader and liaison between sales and production. • Maintained voluntary involvement with Quality initiatives – one such team yielded BOM integrity and mitigated audit risk. • Continued with planning and risk management for product transfers to new manufacturing site.

Sales forecast analysis and demand creation. Created an elaborate report identifying non-warranty services performed that transferred into increased monthly revenue and provided detailed historical trend data to aid in cost/pricing and labor value analysis. Worked with cross-functional teams (also with external customer) to develop and improve best practices on a complicated project. • Reviewed and maintained MRP forecast/demand plan on regular basis for contracted manufacturing. • Maintained working knowledge of business systems such as Intuitive (ERP) and Omnify. • Regularly participated in continuous improvement efforts to increase inventory turns, reduce excess inventory, improve OTD, and reduce lead-times when possible, and increase overall customer satisfaction. • Created a trend analysis report for a poor performing account and was able to work with the client to improve forecast reliability – resulting in increased inventory turns (from 1.2 to 4.6 and rising), consistent revenue/cash-flow with a level-loaded production schedule, and 37% reduction of finished goods and component inventory. • Identified revenue generating activities and trend analysis to provide higher degree of accuracy to large Repair Depot account. This generated an average additional revenue of $80k per month and provided statistical analysis that was used to identify areas of manufacturing process improvement resulting in cost reductions to both Logic and customer. • Acted as project manager on key customer accounts during periods of staff transitions. Some of these roles became more permanent as the organization changed. • Provided material loss reports and initiated root cause analysis. • Acted as cross functional leader between sales, production, shipping, and finance. • Assisted with startup of new production facility and movement of product line. • Active voluntary member of Voice of Customer, Voice of Employee, Quality Council, and various continuous improvement initiatives.

• Acted as primary order management contact for both internal groups and external customers. • Worked closely with production schedulers and procurement to obtain best shipment schedules. • Maintained working knowledge of Oracle business system and daily practices. • Created electronic filing and storage best practices and standards for group in effort to transition into a more efficient and paperless department. • Assisted with disputes, returns, and expedites.

Reviewed and executed contractual and administrative obligations on long term and complex engineering projects, both domestic and foreign. Acted as co-project manager with focus on business side while counterpart focused on technical/engineering side. Created documentation templates and standards for complex technical project binders. Facilitated external product inspections. • Acted as primary contact and liaison between field sales, customer, and internal groups. • Coordinated with several internal functional groups to meet contractual obligations such as procurement, production, and inspection schedules. • Knowledgeable in Lean manufacturing and office practices (5S, Six Sigma) • Maintained working knowledge of business systems (Oracle, Tradesphere, Warehouse Advantage, Filenet, SharePoint, Microsoft Office, etc), process industry, and Import/Export compliance. • Participated in and provided insight to continuous improvement activities such as Kaizen events. One such Kaizen lead to improvement in lead-time by implementing changes into process flow. • Assisted in creating a solid foundation for an existing documentation group by creating tools and procedures that helped organize data and data storage for external customers. • Considered a top performer in group by knowledge of business acumen, difficulty of projects worked on, and history of maintaining good account standing. Often utilized as a training resource. • Consistently maintained low finished goods inventory and days on hand.