Patti Radcliff

Group purchasing organization and packaging sourcing consulting firm.
Senior Director – Supply Chain
Established end-to-end supply chain after divestiture from parent company by integrating new ERP, e-commerce platform, and warehouse management system. Built strategic sourcing and procurement functions and implemented new 3PL.

• $11 million in product revenue achieved through consistent marketing to internal stakeholders for buy-in from franchise network.
• $2.5 million EBITDA improvement earned through monitoring and measuring warehouse operational expenses, improving unit cost on direct spend, and changing order practices to drive down costs and improve margin.
• Improved fill rate by 47% within eight months by implementing inventory management practices that incorporated changing lead times, field demand, and possible pandemic-related disruptions.
• 26% YoY savings on indirect spend accomplished through aggressive negotiations with key suppliers.

Leading provider of packaging, package design, print, cleaning supplies, paper products, and supply-chain management.
Senior Director, Equipment Parts and Service | 2019 – Present
Manage achievement of a $4.4 million EBITDA by aligning the operations of 150 employees involved with packaging and facilities equipment and design in addition to executing programs that drive new sales.

• $14 million P&L established by discovering previously misapplied sales-department expenses and earnings.
• $6.4 million YoY EBITDA improvement secured through converting the division from a cost center to a profit center by switching to selling rather than giving away services and establishing revenue and margin goals for the staff.
• 89% reduction realized in free services provided by convincing the sales team and the customer that the value of the services provided compared to the new prices charged produced a positive ROI and justified investment.
• Enriched the customer experience by instituting minimum acceptable response time on quotes and reply emails and outsourcing fulfillment of small volume orders eliminating delays caused dealing with more than 300 vendors.
• 4% rise in service business performance attained by designing and pressing servicing technicians to sell the company’s first preventive maintenance plan.

Senior Director, Inventory Management | 2017 – 2018
Responsible for a $650 million inventory and $12 million budget. Oversaw purchasing, operations, and order processing.

• $310 million inventory reduction affected by forming and executing a strategic program of duplicate product elimination, lower safety-stock levels, and tightened control of SKU additions.
• $70 million in excess inventory costs avoided by removing representatives’ authority to build customer-specific stocks and requiring ROI-based justification for adding non-conforming SKUs.
• $2.6 million in transportation savings delivered by reforming logistical patterns of inventory storage.
• Drove consistency in product delivery by managing a process of identification and acquisition of an alternate warehouse facility and overseeing the consolidation of five distribution operations into the selected site.
• Reestablished colleagues’ trust in a beleaguered department by emphasizing career paths made possible by good performance, instituting training programs to teach the needed skills, and communicating team successes.
• 98% on-time delivery reached by a struggling department through restructure of the operation, including installation of new management, changes in position and duties, and escalation of accountability.

Product and Program Manager | 2015 – 2017
Built and led a team of eight in expanding profitability by establishing a private-branded envelope-converting business.

• $20 million (10%) YoY bump in revenue fostered by switching material purchases to an offshore supplier with costs low enough to reenergize the sale group’s interest in a previously stagnant segment.
• $1 million of manufacturing costs abated by switching to a bulk-buying program to secure larger discounts and orchestrating a storage arrangement with a third party that eliminated warehousing fees.
• 111% of sales goal, nearly double the corporate target, realized by negotiating material price reductions and obtaining specialty products yielding higher margins from a contract manufacturer.
• Reduced two operations located in different cities to a single unit producing multiple lines by applying LEAN principles to consolidate methods and cross-training employees in the necessary skills and knowledge.
• 20% rise in proceeds created by developing a start-up private-label envelope business that capitalized on the company’s purchasing power and the converting capabilities of seven geographically dispersed vendors.

The world’s largest producer of fiber-based packaging, pulp, and paper with approximately $22 billion in annual revenue.
Director, Finance and Operations – West Region Fiber Supply | 2013 – 2015
Directed a 19-person staff in procurement of $700 million of wood fiber utilized by seven mills in four states.

• $84 million in combined purchasing and operating spending avoided by leading Deliberate Improvement Projects in identifying and sharing best practices across seven independently functioning plants.
• Circumvented $1 million in payouts, lowered mandatory minimum purchases, extended the contract term, and garnered the independent operator’s commitment to capital-expenditure improvements through robust negotiating.
• Expanded competitive strength by shortening the time truck drivers spent at a processing facility through implementation of an automated, camera-supervised, weigh-in-weigh-out raw-material delivery system.
• Generated an excess of process improvement ideas by combining methods-upgrade blue skying with personal skills development discussions during monthly one-on-one meetings with operations managers.

Strategic Sourcing Leader, Professional Services Sourcing | Memphis, TN | 2010 – 2013
Guided IT, HR, and legal teams through 130 projects involving complex negotiations in support of staff organizations.

• $9 million in property-liability-insurance premiums spared by developing a strategic plan that employed a renowned risk-management service to influence insurer acceptance of requests for greater claims rebates.
• $1.4 million reduction in IT licensing fees captured by wresting a change in license classifications and the freedom to reassign permits as needed among corporate divisions.
• 225% of cost containment objective recorded by illuminating provisions in 80 overlapping contracts of two merged organizations and driving agreements on consolidation from multiple departments exercising oversight.
• 116% of a spending reduction goal hit by enhancing readiness for mediation by shuffling termination dates on 50 expiring contracts providing time to analyze market trends and prepare requests to make of suppliers.

Rail Carrier Operations Manager | Memphis, TN | 2007 – 2010

• $15 million in transportation expense retrieved by joining with mill and railroad representatives in designing a proprietary high-capacity car-loading pattern that minimized wasted space and reduced the number of vehicles used.
• $3 million deflation of demurrage charges achieved along with 95% fill rates and 80% on-time delivery by guiding redesigns of mill-side rail yards and applying KPIs to spur more efficient loading and movement of cars.
• 6% per-ton curtailment of railroad payments produced by negotiating reduced rates, arranging availability of high-capacity cars, and inducing supply-chain planners to issue only full-carload orders.