Sandra Kemper

Supply Chain Optimization Consultant

2015 – Present

Consultancy delivering supply chain optimization modeling and sales and operations planning (S&OP) analytics to maximize profits and service, while factoring in variation, risk, and uncertainty. • Completed 2-year optimization modeling project for confidential Fortune 500 retailer, identifying optimal initial inventory fill position, by SKU, for new products subject to highly uncertain fashion demand. Project resulted in nearly 30% reduction in unsold inventory, 6% increase in sales, and 2.5% increase in profit. • Developed S&OP analytics, key performance metrics, and visual dashboard for multi-billion dollar Outdoor Business Unit of confidential consumer products giant. Guided cross-functional S&OP team in usage, transforming standard S&OP into dynamic scenario planning. Project resulted in direct visibility into performance impact of supply chain and demand risk and variation, improving leadership decision making under uncertainty. • Developed key metrics, effectiveness reporting, and analytics dashboard for small non-profit animal rescue. Facilitated leadership team in crafting vision, mission, and strategy. Project resulted in improved understanding of performance objectives organization wide and direct measurement of achievement.

TriQuint Semiconductor Impact Summary

2006 – 2015

Hillsboro, OR Oct. 2006 - Mar. 2015 Key contributor to TriQuint's 2006-2015 growth from $350 million to $1.1 billion and operating margin improvement from merely breakeven to 20%. Created, developed, and led cross-functional planning and collaboration processes for demand planning, sales and operations planning (S&OP), new product planning, and long-range operations' planning at this 3,000-supplier, 600M pieces/year manufacturer of high-tech components for customers such as Apple and Samsung.

Strategic Analysis Director - New Product & Capacity Planning

2013 – 2015

Promoted to Director to drive long-range performance through new-product planning of BOM technology, supply chain partner selection, and manufacturing capacity expansions. • Modeled supply-chain capacity impact of all new products within context of all already existing products in 3,500-SKU environment, advising executive team on capacity expansion capital investments of $100-$200M annually. • Created process to document new product at concept stage, track changes, identify impact on capacity and financials, and communicate for key stakeholder review. • Collaborated directly with product engineers, manufacturing, and off-shore supply chain partners on high-impact new products from sampling through production ramp.

Global Sales and Operations Planning Manager

2011 – 2013

Promoted to newly-created S&OP Manager role to drive operations' improvements. • Developed, implemented, and facilitated company's first-ever S&OP process, owning monthly senior leadership decision-making forum quality and participation. • Achieved deep buy-in from collaboration across sales, operations, and finance teams. Led change for 300+ stakeholders from CEO to front-line managers. Global Sales and Operations Planning Manager. • Owned monthly S&OP deliverables of aligning demand scenarios, production plans, and financial plans, presenting key issues, opportunities, risks, and contingencies. • Project manager for $1.2M system integration of SAP, salesforce, and custom demand-planning collaboration system. Launched on time and under budget.

Global Demand Planning Manager

2009 – 2011

Promoted to newly-created Global Demand Planning Manager to extend successful CFBU demand forecasting methodology corporate wide.

• Established and led monthly corporate demand-planning collaboration process. Owned corporate demand plan quality, analysis, and stakeholder communications.

• Designed custom demand-planning collaboration software system. Project managed $775k development, launching on budget and on time despite aggressive schedule.

• Developed forecast focusing dashboard, segmenting products by historical demand variation and "forecastability". Improved forecast accuracy from 49% to 77%.

• Formulated SKU-level inventory optimization model identifying inventory vs. service level tradeoff, given replenishment lead-time demand variation.

Business Unit Operations Manager

2006 – 2009

Owned creating monthly demand forecast, requested production project "starts" schedule, and delivery outcomes for external customers' development projects for the $50M CFBU.

• Project managed schedule of up to 50 concurrent external customers' product development projects in fab, from design tape-out through volume production ramp.

• Led development of online self-service portal for customer new-product projects, successfully automating foundry-status progress updates and issues alerts.

• Reduced BU inventory from $5M to $700k while supporting 20% sales increase and holding on-time deliveries steady. Resulted in CFBU's most profitable performance.

Advanced Planning & Optimization Consultant

2000 – 2006

Personal consultancy focused on developing comprehensive model of client's business. Served as project manager leading client teams on projects to improve profit and growth.

• Created optimization planning model for $700 million forest products manufacturer that identified profit-maximizing operating plan, increasing annual operating profit by 27%.

• Designed market research for Intel's value-added reseller initiative, measuring difficult to quantify "influencer-model" sell through, substantiating business case for investment.

Supply Chain Optimization Analyst

1998 – 2000

Provided supply-chain optimization modeling, analysis, and project management for Fortune 500 clients with this mathematical-optimization software maker and consultancy.

Founder/General Manager

1994 – 1998

Started waste-wood recycling company from MBA business-plan competition concept. Managed all aspects of procurement, production, and sales. Earned $10k economic development grant.

2013

2011

MBA

1995

MBA

BS

1992

BS