Stephani Turner Leslie

• Directed production planning to align master schedule with demand while optimizing resources.
• Implemented continuous improvement strategies, utilizing benchmarking to enhance operational efficiency.
• Oversaw inventory control, maintaining safety stock within 5% of target and standard inventory within 1% YoY.
• Achieved average On Time Delivery increase of 2% YoY, positioning for annual target exceedance.
• Led management initiatives, collaborating with cross-functional teams to boost productivity.
• Managed budgeting processes, assessing departmental needs for effective resource allocation.
• Provided service-oriented leadership, achieving high performance outcomes for team and individuals.
• Acquired extensive experience in supply and demand planning across near, mid, and long-term horizons.

Genera is a startup non-wood fiber mill, pioneering its way into a predominantly wood pulp industry. While the company has been in the planning stages of the launch for several years, I was brought onto the team in the last six months prior to launch to collaborate across all departments to build an end-to-end supply chain for the start-up, launch, and future of the company. Growing during the infancy of a startup comes with the challenges of being able to quantify achievements in a universally measurable way. Below is a very short summary of the invaluable, yet non-measurable achievements during my year with this startup.

• Collaborated with top leadership to drive analytical support and strategic decision-making.
• Cultivated interdepartmental relationships to enhance cross-functional performance and accountability.
• Spearheaded procurement initiatives, including vendor negotiations, RFQ/RFP processes, and contract management.
• Directed ERP implementation, optimizing supply chain, and manufacturing processes while developing tailored add-ons.
• Trained and onboarded over 50 new hires, implementing best practices in collaboration with HR and Legal.

• Delivered quality products on schedule by collaborating with production planners, logistics, and quality engineers.
• Supported continuous improvement within Kaizen frameworks through open communication and accountability.
• Enhanced operational efficiency by defining and monitoring key performance indicators.
• Managed inventory valued at $50M while directing strategic procurement for roughly $9M in weekly accounts.
• Achieved 70% scrap cost savings and reduced deadstock by 59% through leading key initiatives.