Frederick Harris5250 N Lincoln Avenue #4D Chicago, IL 60625

Phone: (608) 239-6792 Email: feharrisjr@gmail.comSUMMARY

• Change Agent / Business Transformation Leader: SAP ERP North American upgrade, Mars/Wrigley OTC integration, Global / US Trade Performance Management (TPM) implementation, JDA/SAP integration, Sales & Operations Planning (S&OP) implementation, Integrated Business Planning (IBP).

• Cross Functional Leadership: In tandem with internal and external partners, identifies and creates business need oriented project pipeline and then continues in leadership role as part of the functional execution team.

• Planning & Forecasting: Annual Joint Business Planning (JBP) lead for total US business, driving improved forecast accuracy, production efficiency, risk/opportunity visibility.

• Strategy & Negotiations: Guiding solutions for specific retailer challenges, software implementation negotiations, ensuring senior leadership aligned with capital/headcount investment.

• Supply Chain Solutions: Overcoming innovation and supply constraints by finding unique cost savings solutions, inventory management, 3PL optimization, Vendor Managed Inventory (VMI), Collaborative Planning Forecasting Replenishment (CPFR).

EXPERIENCE Bel Brands USA Chicago, IL Business Development Manager May 2013 - Present US business lead for identification, creation, standardization and execution of small and large scale domestic/global business

transformation projects to increase efficiency, productivity and profitability. Cultivates and executes reporting and analytics roadmaps, allowing the business greater visibility to key data points, market

drivers, and cost savings. Develops and implements strategic plans for the business categories and customers, e.g. weekly, seasonal and annual

merchandising programs to deliver industry leading results. Converts data into easily absorbed, actionable recommendations; provides fact-based recommendations to maximize growth and

reach new markets. Creates and effectively manages annual sales planning process and integrated trade budget/P&L of ~$60 MM. Successful implementation and cultivation of organizational change for large scale transformative business initiatives, i.e. TPM,

S&OP, JBP, SAP BI module launch.o TPM implementation led to a 14% increase in trade efficiency. o S&OP process created an 11% improvement in forecast accuracy, and a 6% reduction in inventory.

Business lead for JBP process, focusing on value creation through data insights, industry trends and detailed below the line P&L management.

Manage high performing team of two senior analysts.

Wrigley Chicago, ILSupply Chain Operations Manager 2011 - 2013 Lead development and rollout of S&OP project for the U.S. in conjunction with key business partners, acted as a key team

member in the design and implementation of Organizational Change Management (OCM) plan. Acted as change agent for implementation of IBP via Oliver White. Continued to act as team demand control facilitator aligning

demand planning, production, inventory and supply chain operations to ensure that high-level strategic plans linked with day-to-day operations.

o As demand control facilitator, increased service level by 1.2% to 98.9%. Defined, initiated and executed large scale supply chain infrastructure improvement projects ensuring that cost, schedule, and

performance of component projects achieved rigorous benchmarks, e.g. SAP ERP 6.0 upgrade, 3PL Optimization, factory direct shipments, SAP Allocation module, inventory reduction project.

o Factory direct shipments led to a reduced cost to serve of $500 M.o Implementation SAP Allocation module dramatically increased workload efficiency across twenty order management

associates allowing automation of delivery creation. Created and developed in tandem with Mars IS team SAP Power User Academy, a forum for global Wrigley/Mars SAP users to

share best practices and leverage SAP insights. Developed and managed a high functioning team of eight associates, including three front line managers.

o 2012 GALLUP Engagement score of 4.47, exceeding 80th percentile benchmark.

Wrigley Chicago, IL Supply Chain Analytics Manager 2009 - 2011 Leadership role in several interdepartmental and multinational strategic initiatives, primarily the $480 MM Skittles and Starburst

Order to Cash (OTC) integration, joint confections pricing alignment and distribution of comingled Wrigley/Mars products. Interfaced with key retail and sales partners to drive collaborative efforts and build mutually beneficial customer supply chain

operations JBP and VMI/CPFR process implementation.

o $800 M in incremental sales and $275 M in cost savings based on data insights. Development and implementation of company-wide reporting, analytic, and KPI tools successfully bridging data and knowledge

gaps between the Supply Chain and Sales organizations. Lead task force team for realignment of U.S. customer payment terms.

o Net reduction of 19.5 Days Sales Outstanding (DSO), allowing for increased cash flow.

Wrigley Chicago, IL Pricing Analyst 2007 – 2009 Created and managed all pricing and promotional activity for the U.S. Sales organization via SAP. Worked closely with sales and management to provide insight into customer behavior related to pricing and promotion via

analysis trending within a $30 MM annual trade budget. Provided guidance and support to junior analysts and shared insights when appropriate with key business partners. Executed special projects as assigned by the Director of Customer Support, Senior Customer Relations Manager, and Accounts

Receivable Manager.

EDUCATION The University of Montana Missoula, MT Master of Arts - Geography 2006 The University of Wisconsin Madison, WIBachelor of Arts - Geography 2003 COMPUTER SKILLS SAP Power User (BW/BI), JDA, VISTEX, Kantar XTEL, SharePoint, Business Objects, Nielsen (Nitro/AOD), SQL, MS Office (Excel, Access, Word, Power Point), AS400ADDITIONAL Community Service: Executive Board Member of LYTE Collective 2014-presentWorking towards completion PMP certification