Larry Bramble

Assess, evaluate, and implement end-to-end logistics’ process, cycle time, and throughput improvement recommendations across 600K sq. ft. operations facility. Report out to operations leadership on:

• Material flow opportunities across inbound, in-process, staging, and outbound work areas for 120K daily volumes (180K during peak periods) across gaylord, cart, pallet, and tote containers.
• Operations analysis and implementations: e.g., 12% cycle time improvement, 16% throughput improvement, and 15% resource allocation reduction across core workstation & staging areas.
• Evaluation and consolidation to 2 repair stations for damaged, mis-located, and wrong-building items.
• Implementation of upgraded hand-held scanner, item barcode, and QR labeling procedures.

Supply Chain Operations Leader for JELD-WEN’s North America windows, doors, and fiber businesses.

• Managed 42 supply chain resources across Sourcing, Procurement, Materials Management, and Transportation & Logistics departments
• Assessed and redesigned overall organizational structure, roles, and responsibilities to align with IBP / SIOP strategies, corporate goals, and objectives.
• Managed $1.5B direct & indirect spend across 700+ Suppliers and 58 N.A. manufacturing facilities; predominate commodities included: Metals, Glass, Wood, Chemicals, Packaging, and Extrusions
• Within 2021, managed $48M in supply & transportation inflation cost reduction through the transformation of the team’s supplier negotiations, bid events, contractual terms, and KPIs.
• Aligned with Europe, Asia, and Australia global sourcing and procurement teams to collaborate on best practice supply chain strategic direction, review synergy opportunities across products & suppliers, and partner to combat global supply and transportation inflationary drivers.
• Launched performance metrics and leading practice corporate supply chain playbook: 25% improvement of on-time in-full (OTIF) deliveries, 6-9% category total cost of ownership savings, 3-4 strategic sourcing RFP and bid events per quarter, and inflation mitigation tracking and contract negotiation strategies.
• Led coordination with JELD-WEN Excellence Model (JEM) team on 8 acquisition, product launch, and lean project initiatives: e.g., Place for every part (PFEP), integrated business planning (IBP), warehouse operations and inventory optimization, SAP design, product line rationalization, etc.
• Partnered with sales and finance leaders to manage customer service goals, business unit financial metrics and variance mitigation strategies, annual operating plan forecast & profitability updates.
• Partnered with product line, engineering, research & development, and facility operations leaders to drive product standardization, launch new products, and optimize program compliance requirements.

Senior leader responsible for strategy architecture, solution development, and operations leadership to transform healthcare system’s supply chain operations into vital, collaborative, and strategic operations.

• Leveraged full suite of Premier’s group purchasing organization, comprehensive data management and business intelligence platforms, and advisory and consulting subject matter experts to build and oversee executing of comprehensive strategic performance improvement programs.
• Accelerated and achieved significant organization-wide financial improvement and operational efficiencies (e.g., $35-$40M savings on a customer’s $525M supplies and services spend).
• Drove customer’s supply chain operations transformation enabling them to embark upon strategic supply chain and indirect services innovative solutions, new revenue streams, 10-15% reduction in supply chain expense, and 18-22% operational and staff efficiencies.
• Transformed relationships to a vested partnership, including developing joint venture and shared services partnerships enabling new growth channels and technology-enabled offerings.
• Managed project team resources and actively partnered with a major U.S city’s COVID-19 emergency medical supply chain response and their $900M stockpile program.
• Led project management, supply chain advisory, and strategy initiatives along with robust reporting for approximately 16 personal protective equipment (PPE) products.
• Managed and conducted negotiations with domestic and international (southeast Asia) suppliers; achieved 125-150% unit price reduction performance to offset global price surges of 300-400%.
• Provided subject matter expertise within sourcing and contracting efforts, along with surge planning, inbound logistics (172 skus across 48 domestic and international vendors), and space planning (80,000 sq. ft.) for third-party logistics (3PL) partners.
• Directed multiple nationwide healthcare organizations on their journey and development of short and long-term strategic operations plans; promoted focus on clearly defined organizational structures, roles and requirements, efficient and effective value stream maps and process flows, supportive technology infrastructure and requirements, and streamlined data management and analytics.

Senior leader of 53 supply chain operations subject matter experts in transforming healthcare systems, integrated delivery networks, and hospital supply chain operations.

• Partnered with numerous healthcare systems in driving down labor, non-labor, supplies, and purchased services costs ($180-190M in savings), while also improving operational performance and supply chain integration with clinicians, clinical requirements, and outcomes.
• Led an average of 23 leading-practice transformational engagements per year across the supply chain operations full life cycle: Planning & Scheduling, Value-based Strategic Sourcing & Contracting, Materials Management, Procurement, Data Management & Analytics, Logistics & Distribution, Inventory Control, Quality Control, Maintenance & Services, and Accounts Payable.
• Achieved average year over year revenue growth of 37%, profit margin growth of 18%, and utilization efficiency improvement of 14% across the Supply Chain Operations consulting team.
• Led comprehensive assessment and transformation projects across hospital & ancillary facilities’ supply chain operations providing process improvement and savings opportunities that maximize the effectiveness of the supply chain operation’s processes, technologies, and resources. The initiatives:
• Redesigned and redefined hospital’s supply chain operations infrastructure, analytics, technologies, organizational structure, and employee skill levels, capabilities, and effectiveness to meet and surpass the overall goals and expectations established by the hospital’s executive team, along with internal & external customers.
• Established three-year strategic & operational plans with defined goals, objectives, and performance metrics utilizing a balanced scorecard approach in measuring cost reduction, customer satisfaction, employee satisfaction, performance, and growth & innovation initiatives.

• Positions held prior to Vizient include:
• Masonite International – Global Director, Strategic Sourcing & Procurement
• North Highland – Senior Manager, Consulting Services
• Compass Group N.A. – Program Manager
• Accenture – Consulting Manager, Supply Chain Operations
• PricewaterhouseCoopers – Consultant, Supply Chain Operations
• NIKE – Regional Supplier Manager
• Ford Motor Company – Supervisor, Manufacturing and Assembly Operations