Anthony M Solis

PROCUREMENT/SUPPLY CHAIN/PROGRAM LEADER

Accomplished leader with experience in 9 industries. Transforms operations from tactical to strategic. Develops
high- performing teams which deliver improved operating results. Applies Lean and Six Sigma tools. Leads
successful CapEx and OpEx programs. MBA. Supply Chain MSc. PMP. C.P.M.

CORE COMPETENCIES
 Global Strategic Sourcing
 Category Management
 CAPEX
 Source to Pay (S2P)
 Manufacturing/Repair/CMO
 Demand & Supply Planning
 Inventory Management
 Warehousing/Distribution
 Program Management
 Process Improvement
 P & L Responsibility
 New Product Introduction

EDUCATION
 MBA Elmhurst University Business Adm
 MSc Elmhurst University Supply Chain
 BS Elmhurst University Business Admin

CERTIFICATIONS
 PMI - PMP #1620259 06/21/2025
 ISM - Certified Purchasing Mgr #32821 No expiry
 Lean Six Sigma Green Belt #41278 No expiry
 Scrum Master Certified In progress

TECHNICAL SKILLS:
 Ariba ∙ Blue Yonder Warehouse Labor Management ∙ Certified AIB GMP/Food Grade Warehousing ∙
Clarizen One ∙ Cliq ∙ Cognos ∙ Concur ∙ Emptoris Contract Mgmt ∙ GA Tech World Class Warehousing ∙
GS1 Global Standard ∙ HP ALM ∙ IBX P2P ∙ ISO 9002:2000 Internal Auditor ∙ Jira ∙ Karrass Effective
Negotiating ∙ LaborPro ∙ Miro Virtual Whiteboard ∙ MS Project ∙ MS Office ∙ MS Teams ∙ OneNote ∙
OpenAir ∙ Oracle ∙ Power BI ∙ Program & Project Mgmt Control (PPMC) ∙ Proactis ∙ SAP ECC 6 ∙ SAP
R/3 ∙ SAP Fieldglass ∙ SAP EWM WMS ∙ SharePoint ∙ ServiceNow ∙ Smartsheet ∙ SpecIt IVSM ∙ TOPS
Pro ∙ Visio

PROFESSIONAL HIGHLIGHTS

E2Open
Virtual, US 02/2022 – 06/2023
Roles: Senior Program Manager

Responsibilities:
 Implement leading edge SaaS supply chain software programs for Fortune clients including contracting,
SDLC (requirements to design to delivery), scope, WBS, P&L, revenue, budget, schedule, resources, OCM,
quality, communications, risk, billing, C/O, reporting.
  Manufacturer Modernization. Implemented $1.3M Demand Planning SaaS solution with Oracle Interface
for Velcro, a global specialty manufacturer. Forecast accuracy grew to 85% with 27% higher fill rate for
Wal-Mart. Started Supply Planning (generates system recommended proposals) project to SIT stage when
funding ended.
 Global Retailer Transformation. Led enterprise Agile Purchasing transformation for Lululemon from
3/2022 to 6/2023. $5.5M/revenue. Managed 23 FTE (onshore/offshore). Deployed monthly Cloud
upgrades for supply planning and PO collaboration solutions. As result, client awarded more work (WIP
and forecast collaboration).
 New Program Tools. Originated tools like Production Go-Live Checklist, revenue forecast tracker, visual
status report, capacity analyzer, resource tracker. Used Jira, Confluence, Smartsheet, Clik, Miro,
Salesforce, Clarizen, SharePoint, DocuSign, Teams.

Aequor Technologies (contract)

Virtual, US 08/2021 – 02/2022
Role: Supply Chain Manager

Responsibilities:
 Guided process improvements for Amgen External Product Delivery New Product Introduction/Tech
Transfer. Advised on 10 outsourced GMP clinical NPI programs.
 Mentor Planners. Coached 10 Amgen demand and supply planners on Contract Manufacturing raw
material, WIP, logistics, master data, capacity, and forecasting.
 Simplified Training. Coordinated lean approach so Amgen NPI new hires contributed 50% sooner (in 6
versus 12 months) with fewer formal LMS courses and far more hands-on training.

Insight Global (Contract)

Virtual, US 12/2020 – 05/2021
Role: Senior Project Manager

Responsibilities:
 Manage complex, $20M, 18 distribution center supply chain IT deployment for Walgreens (Fortune 19)
 Program Management. Piloted $20M labor management system program (LMS) for Walgreens.
Responsible for: schedule, budget, scope, change control, engineered labor standards (ELS), resources,
OCM, quality, communications, risk, reporting, results. Led team of 14 FTE.
 Incentive Pay. Pioneered 3-tier supplemental pay-for-performance plan which impacted 7,200 hourly
resources in 18 large U.S. and Puerto Rico distribution centers. Incredibly popular with employees able to
earn 25% more.

DXC Technology
Virtual, US 07/2011 – 07/2020
Role: Senior Supply Chain Manager
Responsibilities:
 Led on-site delivery of procurement/supply chain/IT projects for Fortune 250 clients including AbbVie (1.5
yrs), HPE (1.75 yrs), Anheuser-Busch (2.25 yrs), Abbott Labs (9 mo), 2 banking projects (2 yrs). Projects:
multi-site, CapEx, high impact/visibility, moderate to complex, onshore/offshore client/DXC resources.
Highlights:
 WMS Productivity. Delivered 10.7% vs goal of 5% on custom Warehouse Management System (WMS)
productivity at 10 large Anheuser-Busch breweries over 27 months. Annual cost savings $5M – 7M in US.
 E-Procurement Backlog. Division of General Dynamics had large backlog of procurement requisitions.
Streamlined demand to requisition workflow in SAP SRM 7 with $288M spend in 4 months by eliminating
offline reviews.
 YMS Productivity. Deployed 4Sight Yard Management System at Anheuser Busch at 13 plants over 18
months. Resulted in 16% increase in spotter efficiency and 100% trailer visibility.
  SAP ROI. Advised ThyssenKrup US how to achieve ROI in 2.5 yrs on $18.6M SAP. Client agreed on S&OP
recommendations including large (25%) inventory reduction with excess/obsolete focus using reserves.
 S&OP Upgrade. Started Infor S&OP program to replace 2 legacy planning systems at US manufacturer
with 13 large U.S. plants. Advanced program from initiation to planning stage over 4-months.
 Banking Retail System Upgrade. Led loan servicing software upgrade (Shaw Systems) from 5.1 to 5.3 used
by 20 bank clients from 11/17 – 12/18. 12 FTE. Delivered on time and within budget.
 Transformation. Supply chain SME for 9 mo supply chain transformation project at CSC with $2.9B annual
spend, legacy strategy and org design. Created center-led org with best practices such as higher skilled
FTE.

Cap Gemini America Inc.

Northfield, IL 02/2010 – 12/2010
Role: Category Management Process Lead

Responsibilities:
 Manufacturing equipment and supplies strategic sourcing and category management at Kraft Food HQ.
$243M spend. 11 FTE. 15 categories including MRO ($73M), supply ($23M), gas & chemicals ($27M),
Capex ($46M), industrial automation/repair ($74M). Worked with stakeholders at all tiers (HQ, 6 BUs, 57
plants) in U.S. & Canada.
 Rationalized Supply Base. Reduced unmanaged indirect supplier base from 44k to 37k with mandated
preferred suppliers and deactivation of non-preferred sources in SAP with collaboration by MDM group.
 E-Procurement. Presented business case for Kraft to use e-procurement (“SmartKart”) tool for high
transaction MRO (4,400 POs/wk) instead of SAP. Kraft agreed for MRO and related supply categories.
 Category Savings. Found sanitary chemicals and wastewater treatment synergy; 2011 proposal: 29%
savings; $5.1M. $7.8M e-auction bulk gas yielded $628K; post-bid negotiation $77K for $705K total (9%);
base rationalized from 7 to 4.
 Industrial Automation. Found some plants used unauthorized repair shops and others accumulated
broken assets. Neglected asset repair program was revitalized and doubled to 19 plants with $325K
savings in 12/10 ($1.7M for 2010).
 CAPEX Savings. Material handling: a $15.3M laser guided vehicle lease program (82 units) for 10 plants
yielded $870K in negotiated savings (6%). Led negotiation for 445 critical control factory network
switches with ~$1.1M annual savings (~10%) plus improved SLA by changing suppliers and standardizing.
 Negotiation Examples. Renegotiated with jan/san preferred supplier and safety supplies ($12M
combined) and partnered with 3 key manufacturers to secure $1.9M savings (16%) and value-adds like
supply continuity. Led power transmission ($26M spend) compliance to drive high utilization of preferred.

GKN Aerospace (acquired by Melrose Industries Mar 2018)

Virtual, US 03/2008 11/2009

Role: Senior Commodity Manager

 GKN Aerospace was $1.9B Tier 2 supplier of complex make-to-design assemblies for U.S. military &
commercial manufacturers. Propulsion Systems & Special Products 2009 budgeted sales of $650M with 8
U.S. & 5 foreign plants. Central supply chain created 3/2008.

Responsibilities:
 led S2P, strategic sourcing and category management for $80M spend of direct and indirect categories
(e.g. stainless, fasteners, freight, tooling, energy, MRO). With 2 peers, led ongoing S&OP and inventory
improvements at 3 U.S. aerospace plants.
 Negotiation Examples. In 2009, negotiated and implemented national contracts for LTL & air freight, p-
card, MRO, fasteners. ‘09 cost savings (YOY): $896K. With 2 peers and a VP, cost reductions of 8% in
direct and 15% in indirect achieved which totaled ~$14M in 2009. Implemented kanban for some MRO
SKUs at El Cajon plant.
  Operational improvements. With 2 peers, performed ongoing internal work at under-performing plants
(El Cajon, Garden Grove, Cincinnati) to align operating results to business strategy. Improvement areas
included S&OP, MRP, BOM, reducing inventory. Divisional results: inventory and working capital
reductions from $114M to $92M (19%) in 2009.

Alcan Packaging (acquired by Bemis Company Jul 2008)

Chicago, IL 02/2000 – 02/2008
Distribution Manager

Responsibilities:
 Alcan Packaging was $6B MTO manufacturer. 133 plants in 30 countries. Food Packaging Americas was
$1.6B flexible food packaging manufacturer with 19 plants. Responsibilities: lead plant direct finished
goods distribution to food & beverage customers (including Kraft, Mars, Heinz, Smithfield, Novartis), 34
3PLs in NA & corporate NAFTA compliance. Managed 5 resources. Promoted twice in 8 yrs.
 Warehousing Savings. 3% YOY cost savings in 2006 and 2007 in warehousing on $15M by network and
transportation mode optimization. Re-engineered material flow and density . Developed 3-yr strategy.
Standardized KPIs at DCs.
 New Product Introduction. Worked with Heinz on packaging and Finished Goods distribution of EZ Squirt
(colored ketchup). Worked closely with Aurora Foods on Mrs. Butterworth’s and Log Cabin bottle and
packaging re-launches.
 NAFTA Compliance. Initiated NAFTA compliance program in 2006 for 19 plants using lean, internal audits
and controls, site training. Developed export eligibility analysis process and full documentation for 180
exported products.