1. MELANIE (HARTER) MARSHALL Cell (614) 371-
9951
5535 Stevens Dr., Orient, OH 43146 MelanieMarshall7@gmail.com
http://www.linkedin.com/in/melaniemarshall7
SUPPLY CHAIN OPERATIONS MANAGEMENT PROFESSIONAL
Analytical, results-driven professional with over 15 years experience. Adept at building trusting relationships, team
building and mentoring future leaders. Effective communicator possessing strength in vendor alignment, contract
negotiation, and process improvement/implementation. Collaborative leader with proven success the areas of
inventory control and vendor sourcing. Promotes a culture of safety, integrity and mutual respect. Goal-driven
achiever with proven background in budgeting/P&L, Kaizen methods, process flow analysis, with a passion to
exceed performance/financial metrics.
KEY COMPETENCIES
• Contract Negotiations • Cost Reduction
• Lean / 5S Implementation • Green Practices Achievement
• Continuous Process Improvement • Materials Management
• Globalization of Pricing/Procedures • Strategic Planning / Tactical Execution
• Inventory Control • Forecasting / Budgeting / P&L Responsibility
• KPIs (Team Performance) Development • Multi-Site Experience
• Supplier Performance Scorecard Development • Mentoring / People Development
CAREER SUMMARY
Thirty-One Gifts - Springfield, OH 2013 - Present
One of America's fastest-growing direct-selling companies that is committed to helping women celebrate,
encourage and reward themselves.
Senior Operations Manager 2013 - Present
Responsible for developing processes and culture for this relatively new facility.
• Identified team training opportunities to focus on Best Practices.
• Instituted extensive cross-training efforts for increased flexibility and people development.
Scotts Miracle-Gro Company - Marysville, OH 2010 – 2012
Market Leader in Consumer Outdoor Lawn and Garden.
Marysville Chem Plant Materials Manager 2012 - 2012
Challenged to lead Plant Materials Team to provide 100% availability of raw materials and packaging to 4
production plants.
• Ensure material availability to support highly volatile production schedule.
• Implemented formalized warehouse cycle counting process throughout entire site. Focus on Best Practices to
identify processes to be mirrored in other departments.
• Development, documentation and communication of various processes including receiving (rail, bulk and truck),
quality, cycle counting, material staging/movement, backflushing and mid/end-of-month processes.
Coir Plant Operations Manager (eZSeed Plant) 2010-2012
Development of Coir Manufacturing and Packaging facility including Site Leader for implementation of Lean
Manufacturing. Responsible for numerous capital projects and new product launches.
• Redesigned processes to increase Packaging output by 50% by running all lines simultaneously utilizing
scheduling and material flow techniques.
• Proposed and executed temporary associate scheduling changes resulting in over $30K weekly cost reduction.
• Implemented “best practices” to improve consistency for newly installed Packaging Lines designating “expert” on
each shift. Developed Daily Coir Production Summary to communicate increasing production levels to all
associates.
2. • Developed numerous material processes to address complexity of product and volatility of scheduling as SKU
proliferation increase from 10 SKUs in FY2010 to 45 SKUs in FY 2011 to 92 SKUs in FY2012.
Melanie A. Marshall Page Two
Avure Technologies, Inc. - Columbus, OH and Erie, PA 2008 –2009
A global, OEM high pressure equipment manufacturer selling to aerospace, food, medical and other industries.
US Operations Manager 2008 – 2009
Responsible for multiple US Operational facilities including Design Engineering, International Project
Management, Supply Chain, Scheduling, Assembly/Production, Warehousing, Customer Service, MRO
Aftermarket, Quality and IT. Full Budgeting and P&L responsibility. Extensive Vendor development and
Customer liaison experience.
• Cultivated new organizational structure by mentoring key leaders and establishing clear roles and
responsibilities. Introduced new management structure and formalized departmental processes.
• Instilled throughout organization: Basic Lean, 5S, 7 Types of Waste, Process Flow Analysis, Continuous
Improvement.
• Focused efforts on Supply Chain Development: Vendor Qualification, Vendor Scorecard and 3-month Rolling
Forecast to Key Vendors. Set expectations for Vendor OTD resulting in improvement from 68.5% to 85% (90%
last qtr.).
• FY09 Cost Savings = $641K, FY10 = 435K by localization of purchases, negotiating blanket orders.
• Utilized Kaizens and process flow to redesign entire warehouse. Consolidated two warehouses establishing 5S
and other procedures thus improving inventory accuracy to >99%, decreasing inventory 55% and increasing
availability.
• Led successful manufacturing plant consolidation completing on-time and 70% below budget.
• Facilitated initiative to globalize MRO Aftermarket resulting in consistent processes, pricing, RFQ (Request for
Quotation) and RMA (Returned Materials Authorization) and inventory management parameters to improve
customer experience.
• Presentation to largest customer explaining action plan for improved service level. Resulted in additional OEM
orders.
Insight Communications Columbus, OH 2005 – 2008
US 7th largest cable/high speed internet/telephone service provider.
District Business Manager 2005 – 2008
Operational Business Manager for local district. Responsible for warehousing, collection, equipment
recovery, business operations personnel and District budgeting and financial analysis. Audited for
Sarbanes Oxley compliance.
• Developed and implemented key business practices improving productivity and Sarbanes Oxley compliance.
• Redesigned Equipment Recovery Program with estimated $100K/month savings.
• Improved drop-off/pick-up process for field service technicians improving warehouse flow as well as minimizing
wait time for techs and contractors.
• Designed, trialed and implemented collection process utilizing contracted field service technicians. Tracked
detailed information on number of customer contacts to model into “Best Practices”. Later implemented nation
wide.
Crane Plastics Manufacturing, Ltd. - Circleville, OH and Columbus, OH 2003 – 2005
A $56M custom plastic extruder company.
Director of Supply Chain 2005 – 2005
Managed all aspects of Supply Chain, Purchasing, Scheduling, multi-location Warehousing, Materials and
Blending Operations.
• Project Manager for successful 3-plant consolidation/relocation. Project successfully completed on-time, under
budget and zero impact to customers. Utilized high level time lines to support various Kaizen Events.
Developed customer specific plans to maintain on-time delivery.
• Instill philosophy of continuous improvement / best practices across newly organized supply chain.
3. Melanie A. Marshall Page Three
(Crane Plastics Manufacturing, Ltd. Cont.)
Plant Manager 2003 – 2005
Led operations for extrusion facility including manufacturing, customer service, scheduling, quality
assurance, warehouses, maintenance, process engineering and sales support. Full Budgeting and P&L
responsibility.
• Turned around Crane plant, doubling productivity and achieving profitability within six months. Targeted 5S, set-
up and change-over processes. Established formal departmental reports, measurements and goals.
• Established and sustained a safety culture valuing personal responsibility practiced by management and all
associates. Achieved 365 days with no lost time accidents.
• Reduced scrap 50% in the first year. Achieved $1.2M net operating profit despite 40% increase in raw material.
• Implemented and mentored Customer Focused Work Cell empowering employees to attack Quality,
Productivity, Training, Quick Change-Over, Scheduling, Rotating Shifts, Monthly Reports, Customer Tours,
Recognition, Customer involvement in Kaizen event, Best Practices, Training, Equipment and Approval/Hold
Procedures.
• Numerous customer and vendor interactions to negotiate price and availability utilizing various inventory
methods.
Rittal Corporation - Springfield/Urbana, OH 1997 – 2003
World’s largest enclosure manufacturer, privately held German company.
Assistant to Senior Vice President of Operations 2001 – 2003
CS Business Unit Manager 2000 – 2001
Purchasing Manager 1999 – 2000
Assistant to President 1998 – 1999
Assistant Product Manager, Data Communications 1997 – 1998
Various Operational positions with increasing responsibilities and breadth of exposure to all areas of US
Operations. Focused on inter-departmental concerns as well as areas in need of strategic development and
tactical focus execution.
• Negotiated $6.3M in cost reductions, improving parts availability and increasing production 200% for Rittal.
• Coordinate resolution of mission critical multi-departmental issues including Root Cause Analysis of all Late
Shipments and Customer Credits. Initial results after 4 months reflected over 20% improvement.
• Lean Manufacturing improvements including true Kanbans both internally and vendor managed. Key facilitator
in projects requiring multiple departments such as Salvaged Parts Program resulting in $600K annualized
savings.
• Project Manager for manufacturing facility move successfully completed by focusing on inventory projections
and increasing levels temporarily to allow equipment relocation.
EDUCATION
Certified Logistics Associate Certificate (CLA), Columbus State Community College, Columbus, OH
Bachelor of Science, Business Administration, Old Dominion University, Norfolk, VA. GPA 3.5
Successfully passed Certified Public Accountant Examination
OTHER INTERESTS
Habitat for Humanity Greater Columbus, OH – Secretary, Board of Directors, Women Build Steering Committee,
construction volunteer
APICS, Columbus, OH Chapter – member
St. Vincent DePaul Society, Grove City, OH – member
Grove City Food Pantry, Grove City, OH - volunteer
