Tommy Kersting's Email Addresses & Phone Numbers

📖 Summary

Global Supply Chain Executive with a reputation for enabling business process improvements, change management and financial leadership through detailed analysis and fact based decision making. Diverse expertise includes strategic development and execution, organization transformation, financial management, distribution and transportation operations, and inventory management. Collaborative, competent leader with demonstrated ability to effectively coach, communicate and lead cross functional teams to strategically plan at the enterprise and tactical levels. Cultivates a culture of continuous improvement, and combines business acumen and operational proficiency to consistently maximize shareholder value. Proven track record for delivering results that meet/exceed organizational goals through continuous improvement methodologies. Specialties: • Business Integration • International Logistics • Network /Distribution Design • ERP & WMS Implementations • Financial Planning & Analysis • Process /Quality Improvement • Leadership Development • Operational ManagementDirector of Inventory and Logistics, Grainger Global Sourcing. @ Led inventory team of 24 members, managed an annual budget of $4.5M, and accountable for Logistics and Compliance for $400M of globally sourced Inventory and 10% of company revenue. Established a Product Life Cycle management program to reduce unproductive inventory, reducing backorders by 20% and improving global supply chain cycle time by 10%. From September 2013 to Present (2 years 4 months) Sr. Director of Distribution @ Managed all distribution and warehouse operations for the central distribution center, consisting of $1B in sales, 450+ team members, 12 senior manager direct reports and $60M in expenses. Successfully led the transition of 360K items ($130M inventory), and 250 team members, from CHDC to ILDC over 6 months in a live customer environment. Led project that successfully designed, built and started-up the world’s largest implementation of a Goods-to-Person material handling system, SAP-EWM, and Platinum LEED Certification. From November 2008 to September 2013 (4 years 11 months) Operations Manager @ Oversaw the inbound and outbound operations and warehousing for 800K sq.ft. facility that serviced customer direct and branch replenishment orders. Led team of 250, improving safety, quality, cycle time, and productivity. Led change management for transition from entitlement culture to Continuous Improvement (Lean) culture, while improving team member engagement, from 52% to 78%. Managed SKU growth from 86K to 280K, while reducing inbound cycle time from 36 hours to 16. From October 2006 to November 2009 (3 years 2 months) Process Manager @ Responsible for 50 team members in inbound and outbound operations, handling 5K daily ship lines. Led team development, engagement, and understanding of the operational metrics to drive performance. Led the operations transition of 23K items, and 35 team members from Northbrook, IL to Central Distribution Center in Niles, IL. From September 2005 to October 2006 (1 year 2 months) Quality Process Engineer @ Led the continuous improvement and industrial engineering effort for 4 market DC’s (Seattle, San Jose, Denver, Minnesota). Provided onsite management of the Seattle Market DC from March-August 2005, achieving outbound productivity improvement of 23% through enhanced flow and cycle time. From September 2004 to September 2005 (1 year 1 month) Sr. Fin analyst @ Financial responsibility for the US distribution centers (+$300M of expense annually / Ave. daily ship lines of 150K), including Capital acquisition analysis and business case justifications, forecasts and plan variance analysis. Reduced reporting cycle time from 3-7 weeks down to 1 day. Design still in use. From October 2002 to September 2004 (2 years) Sr. Financial Analyst @ Financial responsibility for Sales through Operating Margin for North and South America. Designed and implemented sales forecasting tool to track invoice sales, sales lead probability, and suggested product mix to meet monthly sales and margin plan. Led 2 team members. From July 2001 to October 2002 (1 year 4 months) Financial Analyst @ Financial responsibility for 4 dialysis manufacturing plants in the US. Managed annual planning, forecasting and root cause analysis. Tracked lead metrics, quality / cost of poor quality. From July 1999 to July 2001 (2 years 1 month) Financial Analyst @ Contribution : Financial responsibility for the ditribution center and global transportation. Managed annual budget, forecasts, root cause analysis. Lead the capital budget and tracking of new distribution center in Whitsitt, NC. Planned and implemented transition from distribution center in Logan, UT to new distribution center,and assisted in design. Green Belt Six Sigma certified through project on global transportation. From June 1997 to July 1999 (2 years 2 months) Sales & Marketing Analyst @ Contribution : Regional responsibility for customer specific pricing, Days Sales Outstanding (DSO), reporting, billing disputes, market analysis, sales plan. From June 1993 to June 1997 (4 years 1 month) BS, Business Administration and Management, General @ Western Illinois University From 1990 to 1992 Associate's degree, Business Administration and Management, General @ Harper College From 1988 to 1990 Tommy Kersting is skilled in: Supply Chain, Warehouse Management, Supply Chain Management, Logistics, Warehousing, Cross-functional Team Leadership, Inventory Control, Pricing, Inventory Management, Continuous Improvement, Forecasting, P&L Management, Operations Management, Materials Management, Distribution Center Operations