Earl Ferguson

• Company Overview: Animal Health CDMO
• Responsible for client production planning, SIOP preparation, and warehouse operation
• Client facing position

Self-employed 1099/W2 contractor offering supply chain expertise for hire

• Reduced SAP transfer order backlog by 86% in six months through focused allocation of labor
• Maintained efficient production support despite a 21% reduction in force
• Eliminated picking errors and defined future warehouse operating strategy as a critical contributor to the barcode scanning implementation project

• Drove a 10% cost reduction in off-site storage fees by negotiating a 3-year storage agreement, providing storage for raw components and hazardous materials
• Achieved plasma production storage plan despite 25% freezer capacity reduction by implementing JIT delivery of plasma products and increasing delivery
• Created staffing labor model based on SAP transaction types and task types adopted by CSL Behring Plasma Fractionation sites

• Led site manufacturing supply planning and processing for drug substance production
• Drove a 15% reduction in production to ship times through close coordination with Quality Systems and deviation tracking
• Developed a supply plan for the SIOP process for process for drug substance manufacturing
• Eliminated $300K in penalty payment through creation of realistic release times for shipment of drug substances

• Developed and executed staffing ramp to relaunch Albuterol production line – ready in four weeks
• Increased production output by 20% in the first six weeks through the innovative staging of production components
• Led S&OP process identifying revenue shortfalls and capacity gaps

• Developed Oracle purchasing process best practices adopted by several sister sites for plant procurement
• Balanced supply and demand by creating plant S&OP process aligned with the Division
• Reduced backlog 93% Feb –Aug 18 (£405K to £28K)
• Reduced backorder 81.6% (£350K to £64K) Feb – Aug 18
• FY 18 Global Supply Chain Silver Award Recipient (Individual Achievement) Business Impact

• Provided strategic leadership to a team of fifty-three employees at two collocated manufacturing facilities in Juarez, Mexico
• Improved planned versus actual performance by 39% for base business (44% to 83%)
• Drove backorder to 31% of target ($40K vs a target of $130K) for base business
• Consolidated site purchasing and planning groups to align with a “One Juarez” concept, facilitating a more agile response to changing conditions

• Reduced plant backorder by $610K ($660K to $52K) during the first 90 days
• Increased on-time fill rates by 17% (77% to 94%) during the first 90 days
• Restructured plant purchasing and planning groups, facilitating more agile responses to changing conditions

• Promoted to Site Lead, Led a 62-person team of Manufacturing, Supply Chain, and Repair functions
• Drove NPI introduction of enteral pump - 30 days ahead of the promised date
• Ensured customer satisfaction by creating and implementing a production plan for a $5M critical delivery of Curlin IV Pumps to key customers
• Recovered $2.1M of WIP inventory, leading ERP system implementation for Supply Chain and Manufacturing functions

• Reflowed production plan, removing 35 days due to volume loss
• Avoided $700K in operating expenses by Identifying volume loss, allowing a measured response by senior staff
• Created $120 in revenue through recycling initiative and avoiding 320K lbs
• In landfill waste

• Led all aspects of the division's $16M operation and material control, including production scheduling, procurement, packaging requirement computations, purchasing supplier management, and MRO inventory control
• Responsible for daily operation of a 500,000 sq ft regional distribution center and other off-site locations
• Spearheaded the Automated Storage and Retrieval Vehicle/IO Conveyor project and vendor-managed inventory system, delivering a $2.6M project four weeks ahead of schedule
• Delivered a $200K annual cost reduction through volume discounts on MRO products
• Avoided $115K in costs while improving employees' work/life balance by reducing overtime expenses without affecting production support