Angelia Culley

• Lead a group of 6-corporate buyers, ensure orders are placed in a timely manner with contracted cost not to exceed budget or storage space, review and manage inventory DOH (says on hand) and turns (daily inventory turns, deliveries. Review customer owned materials to ensure we are not holding any excess stock. Culled SKU's (stock keeping unit) within 48-hours of notification have a list of all in-house materials and any remaining under contract with vendor to be pulled and presented to the customer to provide direction to run out materials or to write off and dispose, ensure we are not holding and writing off excess material expired that would impact the business. Create and monitor demand planning strategies, tracking systems, and reporting to optimize inventory control procedures. Communicate weekly with business stakeholders the efficiency and effectiveness of procurement functions and procedures, including KPI report and goals, inventories for each location and the company as a whole, review any personnel issues or achievements to executive management.
• Work with vendors and sales team on historical demand planning to determine product availability for the appropriate replenishment strategies to meet the demands of our customers, utilize vendor inventory management programs to maximize buying power while reducing the amount of material being held in on-site warehouse and on the books by utilizing external supplier relationships, agreements and contracts. Weekly review with sales team materials top 97 distribution materials consisting of 80% of financial distribution inventory if we are trending to meet or exceed budget and make any changes to head off any materials shortages or overages. Sourced supplies for cost savings, 2023 saved 320K on salt, worked with global supplier with local facility near each of our facilities saving on material cost and freight cost.
• Manage 2 Transportation Managers for distribution with company owned fleet of 40 trucks and 32 perm drivers and 8 as needed temp drivers. Evaluate transportation OTIF (on-time and in-full) deliveries.
• Travel to each facility to review any cost savings or cost avoidance process, when needed create and implement a sustainable process with step-by-step SOP (standard operating procedures) with list of tasks keeping all individual contributors and teams aligned creating a more unified internal teams to perform more efficiently and effectively.

• Manage a team of 4-material planners, 2-production schedulers, and 2-inventory control specialists, maintain over 7,700 active raw and pack materials to support 5-lines 24/7 production schedule in a high pressure, fast-paced environment. Create and implemented current plus 2 week schedule lock, to meet department and factory KPI’s (key performance indicators) to remove the instability of the many changes in demand. Weekly review and report risk to the corporate controller any excess, expiring inventory and discontinued materials that could impact the business with a plan on how to use of charge to customer for minimal exposure to the business by working with internal and external departments to consume materials. Hold weekly department meetings to review dashboards and determine the direction of the team. Monthly review correct set up in SAP of raw/pack materials in BOM (bill of materials) with material suppliers and logistics lanes, before first order. Review PI (process instruction) cards lead all packing revisions are correct to what has been ordered and received.
• Worked with 4 suppliers for 7 high volume and high value materials with inventory valued at more than 14M per month by utilizing sub-contracting agreements with suppliers. Create processes to keep up with significant volume fluctuations while staying within budget. Daily report to review any schedule changes to materials if we need to reduce or change a 6-13 week schedule outlook. Create cross functional training between materials, planning and logistics team to encourage the teams to work together as one. Identified lead from each team to have weekly meetings to discuss what is going well and what can be improved.
• Weekly KPI reports and dashboards to review and present to executive team, monthly inventory budgets and projections, ensure non-consumable purchases are coded to the correct GL/CC (general ledger cost center) to correctly charge the correct departments or divisions and all messages in cockpit have been addressed.
• Regularly meet with suppliers to secure a strong working relationship for reliable service. Reduce inventory, set up and maintained supplier no charge off-site storage, allowing for maximum MOQ and best pricing while maintaining minimum storage, creating flow through manufacturing. Manage all co-manufacturing orders and completions. Approve and control all print plates for Mucinex brand with BBD (best by date) shipped overnight from Austria for manufacturing.
• Implement cycle count program, for in-house and co-packer stock, by using amount of inventory lanes divided by the days in the month to complete all inventory has been counted and adjusted each month to ensure a more accurate year-end inventory, not to exceed $10,000 in total write-offs, goal was met each year. Maintain all aspects of inventory internal/external adjustments, purges, and project cross charges for our facility and co-mans
• Create and managed RTV (return to vendor) process in SAP, of non-conformance returns, ensure credits are processed within 30 days of return or new material was sent to cover production. SOP (standard operating procedures) was so successful, corporate mandated for all global facilities to implement and use. Worked 6-months with teams all over the world to implement this process.
• Approve expedited PO (purchase order) and Transportation request.

Project Manager, coordinate daily with all contractors to remove manufacturing and office equipment, send to other Kellogg facilities or prep for auction, setup transportation and track all shipments of equipment sold at auction.

Ready reports for daily review a summarization of past 24-hour progress on plant decommission with the corporate engineering, IT and finance teams and then send finalize report to vice-president.

Update all shared network drives and user files into categorized retention archive folders and transfer data from main sever to a virtual server adding backup and retention all records and documents related to decommission project. Closing accounts associated with the facility ensure all invoices are paid, policies cancelled, accounts closed, cancelling all facility contracts with vendors on specific dates including phone service, postal, water, gas, electric, pest control uniform deliveries etc.
Move all remaining materials from 3PL to another Kellogg 3PL warehouse or to another Kellogg facility.
Ready reports for daily review a summarization of past 24-hour progress on plant decommission with the corporate engineering, IT and finance teams and then send finalize report to vice-president.

Remaining inventories of raw materials not shipped to other facilities, called and found shelters to donate remaining food for a total of $800,000 in donations.

• Coordinated resources across multiple departments and teams as needed for successful completion of projects. Identified opportunities to increase efficiency through automation or process re-engineering. Monitored service performance metrics to identify areas of improvement. Provide updates to internal teams and external partners to track progress against established milestones. Lead and manage materials, scheduling, and logistics team. Support the facilities daily operations, by creating, collaborating, and supporting the daily processes, KPI (key performance indicators) reports, and tasks are completed, reported daily and ready for review by plant senior leadership team.
• As member of senior plant management team, we aligned on a program and rolled out HPO (High Performance Organization) with process so robust our site was #1 to lead best in class Kellogg Global in all categories of Safety, Quality, Service and Financials. Coach and implemented how to record data hourly, weekly and monthly to present data analysis in a clear concise manner that was easily understood by stakeholders at all levels of the organization. Manage suppliers and third-party suppliers to ensure they deliver the highest quality products and service to our facility.
• Responsible for department budgets, approving spending of all stock and non-stock purchasing, weekly monthly report to plant controller on department spends, PPV, current inventory any expired or to be expired materials and inventory write offs.
• Ready weekly meetings for our senior leadership to present each department performance to Vice-President of Operations on plant metrics and financials with detailed notes as needed and if requested provide RCA (root cause analysis) when incidents or downtime are reported and how to rectify it not happen again. Provide leadership, direction and coaching to my teams, develop and grow their skills and knowledge to ensure all are working efficiently meeting plant, department and individual KPI’s (key performance indicators)
• Report weekly to Corporate Executive Leadership, plant schedule adherence, planning/logistics and financial KPI’s
• Responsible for consumable and non-consumable suppliers/vendors sending RFI (request for information), RFP (request for price), and RFQ (request for quote) for review and provide director of procurement and contracts signed for stock and non-stock materials. Ensure logistic team certificates and compliances are current and readily available for audits.
• Responsible for 3PL warehouse all on-site packaging, raw materials and finished goods. All stock stored at facility, ensure inventory counts are conduced, recorded and reported to finance at the end of the month. Conduct monthly audits, oh-hand inventory and cycle counts are current, resolve any transportation issues.
• Create and maintain logistics and planning and third-party warehouse SOP’s policies and procedures are implemented and kept up to date for audit readiness.
• Participate in all internal and external audits, ensure certificates are renewed or approved.
• Reviewed OTIF reports of all LTL (less than load) and FTL (full truck load) trucks in and out of the facility. Responsible for certified disposal of all raw/pack and finished goods on-site and 3PL recording and file all certificates.
• Responsible for trace and recall process, supplying necessary information to executive leadership and government entities and auditors.
• On-site IT coordinator, resolve issues regarding servers, backups, user's issues with equipment and i-phone, run updates to push through to servers and computers, VoIP phones set up. 18-moth refresh of cellphone rollout, back up each user's account and transfer data to 48 i-phones. Lenovo computers refresh for 175-users mirror each user's current machine and transfer to the new equipment ensure they have access to all applications, including VPN (virtual private network).
• Cost savings projects
• Carton size consolidation two brands using different size cartons with the same size product being packed, reduce the reduce the carton head spaced to match to other brand to use the same die cut for a $180,000 savings.
• Oils contracts, combine volume with one of our vendors for a $380,000 material savings and $160,000 freight savings per year.
• PPE (personal protective equipment) monthly savings of $30,000 taking from our facility negotiations and implemented with global procurement contracts, total savings $336,000 per year.

• Create and maintain forecast planning, DC (distribution centers) replenishment orders to plan weekly schedules, with a current plus 3 weeks frozen schedule from 16-week plan, considering allergens, organics, non-gmo, USDA, color wheel and changeovers, ensure cost effectiveness and reduce volatility of manufacturing, of line sanitation, MSS (master sanitation standards) line swabbing, quarterly line validations, allergen validations, maintenance work equipment PM (preventative maintenance), minor/major maintenance, new equipment installation without having to remove production volume from plan and thus supporting the plant to achieve and maintain set attainment goals, meet customer needs.
• Supervise and lead two raw materials and 1 packaging coordinators to procurement and contracting of materials to support production and new projects ensure materials ordering process keeps all materials within budget. Responsible for the Lead and coach my team in supporting significant volume fluctuations while maintaining inventory to budget, support and meet plant KPI’s Ensure Materials Coordinators drive FEFO process for over 350 raw materials, for zero write off at the plant level. Led my team to achieve and maintain a 99.8% on-time materials deliveries 7+ years and suppot our plant KPI’s of 99% schedule and service rate to be best in class.
• Negociate and contract materials for new projects or cost savings projects, working with approved suppliers for best pricing by utilizing global procurement and contracting.
• Daily report to plant leadership schedule adherence, weekly analysis of RCCP (rough cut capacity planning) make changes to schedules accordingly.
• Submit changes for ECN (engineering change notice) for new projects, PI (process instruction) cards, line equipment run rates.
• Created and led teams in manufacturing, quality and sanitation on strategies to increase throughput rates from budget to qualified rates by creating a list of our top 3 money maker sku's (stock keeping unit)identify teams to work on increasing line capacity by reducing the bottle neck and waste to the line, report progress to plant and corporate executive leadership on weekly progress of each team. The teams with the highest savings and throughput would receive a $500 gift certificate each, continuing on with sku's and were awarded the low cost producer in north america 4+ years.
• Plant project coordinator, weekly meetings with multiple corporate project managers to review each project and create department tasks to stay on schedule and keep senior leadership team updated and be ready for each project when the RQT (research quality team) arrived for plant test. Successfully launched over 78 projects and innovations to become the RQT (Research Quality Team) test plant of choice, 4-years running until plant closure
• Daily release all work orders to manufacturing team with batch sheets and PI's.
• Weekly review manufacturing reports with executive leadership on plant performance, fill rates and any material issues.
• Yearly review and score current suppliers, review and approve new suppliers and send out for for bid RFP (request for price). Award contracts and secure primary, secondary suppliers for materials with spot-buys.
• Hold suppliers accountable to supply and deliver as contracted. Responsible for resolution with supplier issues / non-conformance on all material delivers within a 2-hours
• Working collectively with the quality department, carriers ensure compliance with company policies for materials transit food safety
• Cross functional lead and participate in CAPA’s (corrective actions/preventative actions)
• Submit paperwork for 2006-2015 CN (child nutrition) program USDA, schedule inspector for all on-site production runs.
• Create and maintain allergen, formula and color wheel for plant and quality program systems.