Alex Watkins

Reporting directly to the COO of Backyard Products ultimately responsible for driving the success of manufacturing, distribution, and supply chain activities within a fast paced, highly seasonal, high-volume, and multi-site operation. Successfully developed operating plans, budgets, and strategies that drove the flatling of manufacturing operations, reduction in overhead and freight expenses and supported 30% YOY growth in a 120mm in revenue business.

• Developed operations leaders through Lean Daily Management Systems, one on ones, coaching, and establishing operations and procurement KPI’s.
• Developed work centers to 'create the clock' driving operational excellence with 85 direct and indirect reports.
• Oversight and ownership of overhead expense budgets, P&L management, cost out initiatives, freight spend , and safety reporting systems.
• Developed and executed operating plan that supported 30% YOY top Line Revenue Growth and a 5% reduction in overhead expense and working capital resulting in above target EBITA results.
• Creation & execution of a demand planning S&OP process which improved overall forecast to actual repeatedly YOY, and improved inventory turn targets, DIOH, and reduced dead and excess inventory through our network.
• Utilized continuous improvement tool box and skill set to improve distribution & manufacturing KPI's through Kaizen events and shop floor engagement.
• Promoted Lean Culture and tracked Cost Out equal to $1.2mm in 23' & 1.6mm in 24'.
• Developed OEE metrics in our manufacturing operations achieving overall OEE of 86% within our thermoforming manufacturing operations and a 76% OEE in pack operations.
• Microsoft Dynamics D365 Business Process Owner for P2S, and P2P leading implementation and training.

Reporting directly to ownership of a highly season midsize business generating 75mm in revenue annually. I managed three business segments; bottling and filling, thermoforming manufacturing, and repack operations overseeing direct reports 50 directs in fast paced big box retailer and DTC business.

• Developed and execution of demand planning and S&OP achieving 99.6% fill rate and 96.5% on-time performance (OTP) during the COVID-19 pandemic, ranking among the top 5% of Lowe’s vendors
• Developed production schedules, introduced OEE, and rough cut capacity planning to bring Aqua EZ within industry standards for KPI’s set in distribution, inventory management, and labor reporting.
• Introduced lean principles and methodologies driving culture of continuous improvement to the workforce through relentless shop floor engagement. going to the Gamba, Kaizen projects and PDCA event planning.
• Developed KPIs for procurement introducing vendor scorecards, and the monitoring and tracking of vendor performance metrics
• Developed KPI’s for accounts receivable improving DDO, ART, bad debt expense by 20%
• Led supervisor training and mentorship programs, developing leadership within the organization
• Lead Safety program and culture that achieved 0 TIR in 20’ 21’ and 22’

Lead team of 5 direct reports and worked alongside with operations management to identify and capture $5mm savings through cost out and optimization projects.

• Created Excel Macros to pull from legacy AS400 systems to provide operations management with real time performance metrics, dashboards, and workflow tools
• Created reporting using SQL as an extraction tool to create labor reporting metrics and hot zone mapping within distribution centers that reduced labor spend.
• Established KPI’s like OTP, trailer utilization, and cost per mile for outside carriers and utilized multi depot routing to reduce transportation spend throughout network.
• Provided strong leadership to enhance team productivity and morale.
• Led cross-functional teams to achieve project milestones and deliver high-quality results.
• Established strong relationships with clients and stakeholders, ensuring long-term partnerships and repeat business.
• Improved team performance by providing comprehensive training and fostering a collaborative work environment.

Supported supply chain leadership in the the identification, planning, and execution of 15 inventory replenishment shuttle reduction projects and 7 facility consolidation projects. Supported $20mm in logistics and overhead cost reductions within our North American distribution network.

• Successfully managed multiple projects simultaneously by prioritizing tasks according to urgency, resource availability, and alignment with organizational goals.
• Planned, designed, and scheduled phases for large projects.
• Developed comprehensive project plans with clear timelines, milestones, and budget requirements, ensuring timely delivery of high-quality results.
• Developed strong relationships with stakeholders through regular communication updates, fostering trust and confidence in the team''s ability to deliver results.
• Directed a team using SQL as an extraction tool for both a legacy electronic replenishment system and a legacy WMS to pull key data sets and organize that data into valuable, presentable material for our field division to make large scale optimization decisions
• Consolidated multiple buildings inventories using SQL data analysis and optimizing ordering strategies.

• Planned, led, and facilitated Kaizen events with six sigma teams across a network of 13 distribution centers across the Southeast.
• Completed event planning, performed pre-work, facilitated teams and supported event completion and follow up.
• Developed benefit capture reporting and analysis tool/
• Oversaw a continuous improvement project pipeline that included over $50mm in verifiable savings for the company.
• Develop standards of performance based on process innovation and best-in-class practices and the publishing of that information
• Managed cross-functional teams for successful project completion within deadlines and budgets.
• Facilitated workshops and conducted one-on-one training to educate team members.
• Managed multiple strategic projects with numerous sub-projects or workstreams.

• Implemented KPI-driven management strategies, improving warehouse productivity and reducing logistics costs.
• Conducted regular performance reviews, identifying areas for improvement and developing action plans to address them.
• Managed inventory and supply chain operations to achieve timely and accurate delivery of goods and services.
• Led hiring, onboarding and training of new hires to fulfill business requirements.
• Supervised operations staff and kept employees compliant with company policies and procedures for 54 warehouse and 22 CDL driver direct reports
• Lead improvement in transportation management KPI’s and DOT compliance
• Cost benefit analysis for MHE, labor staffing, and outside carrier selection.

• Management of delivery metrics, driver performance, DOT compliance, and routing for Seattle and Eastern Washington drivers improving achieving highest delivery KPI’s
• Front Line Leadership program graduate
• Coordinated schedules and routes for drivers to ensure timely deliveries and customer satisfaction.
• Managed routing, driver supervision and DOT compliance.
• Fostered a culture of continuous improvement within the team by encouraging feedback from drivers on ways to enhance operational efficiency.