Jeffrey Smith has over 20 years of experience in business analysis, operations management, pricing strategies, and analytics. He currently works as a SAP Business Process Analyst for CHS Inc., where he has implemented systems for order to cash, service to cash, and commodity trading processes. He has extensive experience analyzing pricing strategies, maintaining profit margins, and developing financial models. He holds an MBA and has a track record of driving business results through process improvements and strategic initiatives.
1. JE F F R E Y A . S M I T H , M B A
776 Henslow Ave N | Oakdale, MN 55128| (320) 334-1063 | jeff.smith1107@gmail.com
ī Experienced, high-energy and results focused Business ProcessAnalystwithbroad based expertise in
operations management, staff development, pricing strategies and analytics.
ī Eager to contribute advanced understanding of trend analysis, statistical modeling, solutions
development and forecasting toward optimizing the goals of a world class employer in a Senior Level
Business Analyst role.
ī Highly credentialed and integrity driven with a sense of responsibility and a focused commitment to
improving, enhancing and driving business results through hard-work, consistency and accountability.
C O R E C O M P E T E N C I E S
ī Develop Detailed Price Comparisons
ī Understand/Monitor Competitive Activity
ī Ensure Contractual Compliance
ī Logical Problem Solving/Resolution
ī Risk Assessment/Risk Management
ī SAP Order to Cash, Commodity Trading
ī Establish Internal Financial Controls
ī Database Management/Computer Savvy
ī Develop Complex Financial/ROI Models
ī Research, Data Collection and Analysis
ī Deliver Improvements in ProfitMargins
R O F E S S I O N A L H I S T O R Y
2000to Present: CHS Inc., Inver GroveHeights,MN
2014to Present: SAPBusiness ProcessAnalyst,CoreTeamMember Orderto Cash,Serviceto Cash,
IS Oil, CommodityTrading.
ī SAP Agricultural Commodity Management (ACM)âOTC Pricing, Contract, and Energy focus.
ī Currently working on implementation of ACM 3.1 to Processed Food Ingredients Business Unit.
ī Gather CHS Business Units requirements to deliver a system in which the business will be standardized
in certain functions yet unique in areas that bring a competitive advantage.
ī Led the Service to Cash (STC) team in determining that certain Level 3 processes at CHS could be
postponed in terms of implementation thus giving CHS significant front end money savings.
ī Led OTCLevel3 blueprint sessions including Quotations, Sales Orders, Billing Processing, Sales Contracts,
Pricing, and Delivery Processing.
ī Led IS Oil Level 3 blueprint sessions including Rack Fuel Sales and Exchange Agreements.
ī Provide knowledge transfer to support teams and other global business units on complex solutions.
2007to 2014: PricingAnalyst,PetroleumDivision
ī Led major integration of new pricing systems tools and applications to refine, improve and automate
pricing processes; developed spreadsheets and converted manual processes for greater control and
efficiency, leading to significant increases in profit margin results.
ī Analyze pricing strategies for 240+ terminals selling over 2.7B gallons of fuel across 20 states; maintain
1 to 2 cent margins despite wildly fluctuating activity on the New York Mercantile Exchange.
ī Champion the development of a highly effective fuel and ethanol pricing strategy; align margin
enhancement spreadsheet to JD Edwardsâs system, increasing profit on cents per gallon.
ī Maintain complete accountability for$40MMininventory;developcustomizedsolutions based on market
trends and demand forecasts to deliver consistent results.
P
2. 2005to 2007: DistrictManager,NorthernMinnesota,PetroleumDivision
ī Drovebrand imaging, customer service and co-oprelationships with key retailers/accounts; increased
sales by 12MM gallons through improvements in sales management, marketing and customer service
programs.
ī Named âSilver Award Winnerâ for12MM gallon increase in a highly competitive market; analyzed
accountpositions to make recommendations forinventory and purchasing decisions.
ī Upgraded performance/quality of 50 bulk delivery trucks and integrated 75 new conveniencestores
into the CHS umbrella; drove due diligence, feasibility studies and negotiations forall acquisitions.
ī Strengthen CHS presence in the market place through acquisition activity;delivered over $1MMin
annual sales growth.
2000to 2005: RefinedFuels,AccountManager
ī Providedhigh level accountmanagement for 100 clients purchasing over $350MMgallons of gasoline,
diesel, premium diesel, biodiesel, and ethanol; ranked #1 - Top Sales/Account Manager in 2005 with an
annual increase in 85MM in volume.
ī Analyzed and maintained fixed price, CAP, forwardcontractoptions and basis data to maintain
profitability levels despite daily market fluctuations; maintained criticalinsight into market and price
trends to guide accounts in making smart buying decisions.
ī Droveaccount management and relationships development strategies to deliver exceptional customer
service and gained the trust and loyalty of key clients; maintain near perfectaccount retention.
2000to 2001: CenexConvenienceStoreandTruckStop,FergusFalls,MN â General Manager
ī Increased fuel sales volume by 4MM in a highly competitivemarket; improved in-store sales by 21%
and led overall annual sales revenue to $8MM.
ī Trained, developed and coachedstaff to improve customer relations and satisfaction indicators; created
a team driven, cohesive team with a focuson service excellence.
ī Managed all day to day scheduling, labor forecasting, procurement, and vendor relations and operations
strategies to maximize performance, reduce costs and increase revenue results.
1999to 2000: WCCO Belting,Wahpeton,ND â DirectorofManufacturing
ī Quickly impacted productivity and efficiency results through the integration of a preventative
maintenance program allowing for improved up-time forthis 24X7 operation.
ī Retooled labor forecastsand schedules to accurately reflect business needs and eliminated unnecessary
overhead costs; ensured on-time delivery, collaborated withoperations team to implement
standardized benchmarks and KPIâs.
1997to 1999: CenexConvenienceStore,NewYorkMills,MN â General Manager
ī Led aggressive turn-around strategies to grow annual sales revenue to $2.3MMfor this
underperforming location; secured over $400K in new revenue and improved fuel sales by 75% within
24 months.
ī Spearheaded major retraining and development initiatives to improve the customer experience and
increase repeat business results.
E D U C A T I O N
Augsburg College, Minneapolis, MN - Masters of Business Administration
MSU, Moorhead, MN - Bachelor of Science in Business Administration, Minor in Economics,
N.D State College of Science, Wahpeton, ND - Associate of Science in Business Administration
CHS Continuing Education: Principles of Management Program / Principles of Action Selling