Elisha Moye

• Conducted modal breakpoint analysis consolidating LOOP (parcel) and TTC (freight) data to validate optimal routing thresholds and built reusable tool for maintaining routing logic.
• Developed alternate carrier cost comparison tool integrating historical spend, rate cards, and tier commitments to model cost and volume tradeoffs across routing scenarios.
• Executed accessorial spend analysis consolidating UPS and FedEx invoice-level data, identifying $160K in avoidable cost savings and establishing repeatable monitoring framework.

• First Rotation: Brand Procurement - Innovation & NPL
• Led RFP processes and vendor negotiations to drive cost efficiencies while increasing supplier diversity, delivering $525,000 in year-over-year savings on total spend for sets.
• Facilitated Value Analysis workshop with 25 internal stakeholders to identify high COGS items and develop 18 cost-saving initiatives for key components and raw materials.
• Performed in-depth cost structure analysis of components and raw materials, contributing to data-driven decision-making for cost-reduction strategies.
• Created and managed centralized tracker to monitor status and potential savings of value analysis initiatives, ensuring alignment and accountability across teams.

Global Supply Chain – Fast to Action (F2A)

• Created first Direct-Ship Playbook for Transportation & Fulfillment, establishing execution model, RACI, stage gates, and escalation framework to enhance operational efficiency.
• Mapped manufacturing agility transfer processes through stakeholder interviews, clarifying ambiguous workflows into structured operating models for improved process understanding.
• Developed governance artifacts (RACIs, SLAs, trigger points) that clarified execution roles and strengthened cross-functional alignment.

• Managed end-to-end supply chain planning to align with brand strategy and optimize inventory levels, enhancing overall supply chain effectiveness.
• Developed and maintained a 24-month volume and inventory plan to support S&OP and PLAN/LBE processes, ensuring alignment with business objectives.
• Partnered with Brand Leaders to assess the impact of strategic decisions on volumes and inventory.
• Coordinated daily with internal and external plants to effectively manage supply of pharmaceutical products and materials, facilitating timely delivery and compliance.
• Leveraged global planning systems to ensure accurate data for manufacturing sites, third-party manufacturers, and customers.

• Assessed inventory levels of Return Logistics Centers (RLCs) and Online Return Centers (ORCs), implementing strategies to maintain supply at eight weeks or fewer.
• Oversee routing rules for product allocation in Service Depots and RLCs, ensuring optimal distribution to end channels like liquidation, outlets, and core stores.
• Collaborated with cross-functional teams to determine inventory requirements for new outlet openings, utilizing used products from RLCs and Service Depots.
• Analyze the value of open box product within the centers and make recommendations to category managers to guide the best approaches for maximizing profit before reaching liquidation level.
• Analyzed SKU-level data across sales, supply chain, returns, pricing, and vendor metrics to identify trends and inform strategic decisions.

• Led 50-member team to achieve productivity, safety, and quality goals, ensuring fulfillment of customer needs.
• Enhanced General Warehouse Workers' productivity by aligning deliveries with corresponding docks, raising units put away per hour from 14 to 22.
• Conducted interviews, annual reviews, devised schedules, and developed team members' growth plans to enhance workforce capabilities.

• Managed operations including forecasting, inventory control, and quality assurance, maximizing revenues through efficient staffing and targeted product promotions.
• Maintained 90%+ scores on customer pickup experience surveys for 9 consecutive months by ensuring orders were ready within 15 minutes of placement.
• Achieved consistent inventory accuracy, leading to the store staying under shrink budget for 3 consecutive years.
• Oversaw HR practices, talent management, and compliance audits, managing a team of 22 to ensure compliance and foster development.
• Recognized as a Top 10 Operation Manager in the company during FY2018.