Jacob Dhoore

Created a S&OE Department to manage the commercialization of new products in a fast-paced, innovative medical device company. The department grew from 1 employee supporting 2 product portfolios to 4 employees managing all 7 product portfolios in the organization.

• Created a structured launch plan template in collaboration with Product Management and Sales
• Developed processes and metrics for the timely distribution of scarce inventory in domestic and international markets
• Enhanced monthly planning efficiency through incorporation of S&OE actions into the S&OP structure
• Coordinated operational processes across departments to meet objectives of product launch initiatives
• Established a process to synchronize incoming supply with strategic inventory deployment decisions
• Designed Corporate Power BI Backorder Report to enhance data visualization
• Developed efficient workflows in Microsoft Teams to optimize material master data processes
• Reduced lead-time from months to weeks through improved workflows in the bill of material creation process

Managed comprehensive supply chain planning to support global knees portfolio launch and phase-out activities.

• Synchronized supply chain operations with market demand
• Developed SQL reports to verify completeness and accuracy of essential master data fields
• Minimized back order for NPI, and pull-through sales items
• Facilitated the creation of a Product Supply Chain Review to streamline issue resolution within supply chain operations

In addition to my primary role, I also had the following responsibilities:

• Supply Facilitator for the End-to-End Transformation Project
• Performed site visits globally to educate teams on critical SAP IBP concepts
• Championed supply team interests in IT detailed planning to ensure alignment with SAP IBP system requirements

In this role, I was responsible for capacity planning and the execution of NPI projects.

• Managed 5 production planners
• Developed SQL trackers to monitor WIP, inventory and scrap to forecast giving a visual representation of project health
• Developed S1 ordering process to transact WIP between recently merged companies Zimmer and Biomet
• Created rough cut capacity tool to evaluate resources for planned NPI launches

In addition to my primary role, I also had the following responsibilities:

• Developed metrics and reporting structure to facilitate Class A accreditation
• Trained planning and operations management on new processes
• End to End Supply Core Team Member
• Part of the L3 L4 business requirements global design team
• End to End Data Governance and Integrity Core Team Member
• Created and aligned Supply Data glossary to business/APICS definitions

In this role, my key responsibilities were to manage the relationships with 40 key suppliers with over $60MM in annual spend.

• Took an active leadership role with the Sourcing Operational Excellence program
• Reduced freight cost by $800K in 2014 and $1.2MM in 2015 by renegotiating freight terms with a key Chinese supplier
• Achieved a Lead Time Operational Excellence audit score of 8, moving it into the world-class category