​​​​Brent Ruth​

Digital Operations & ERP Strategy Lead, Caterpillar                                                                2018 Q3 - Present

Mossville, IL

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$45B Diversified Global Mining and Construction equipment manufacturer recognized world-wide for our big yellow machines, power generation and integrated solutions. 

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• Developed Digital Transformation vision and strategic road map for Advanced Components Manufacturing (ACM) division to include Intelligent Automation, Machine Learning, Augmented Reality and IIOT focused on delivering real business results, Industry 4.0 capabilities and insights. Developed OPACC Improvement prioritized project portfolio by region and by plant.

• Developed Digital Readiness and ERP Risk Assessments. Assessing ACM facilities worldwide on data, data structures, process and systems maturity, workforce development and succession planning.

• Conducted Digital Proof of Concepts to validate Digital technology application against real business needs:

  • Robotic Process Automation in production scheduling and shop floor operations​

  • Machine Learning cameras for in-line process validation and pre-delivery inspection stations

  • Low cost sensors for data capture and analysis

  • IIOT platform to visually present data from constraint machines

  • Demand Driven MRP as a viable solution for MRP replacement

  • RFID & BLE for asset tracking

  • Scan receiving and invoice matching enabled through inbound EDI

• Built upon previous POC successes to build CoEs (Centers of Excellence) across the solutions enabling rapid scaling and acceleration of time to value.​​

• Extensive benchmarking of Industry 4.0 as well as on-going partnerships with the Cambridge University Digital Consortium and MIT.

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Supply Chain Transformation Process Manager, Caterpillar                                               2016 Q3 - 2018 Q3

Mossville, IL / Monterrey, NL, Mexico

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• Delivered significant manufacturing engineering, supply chain and logistics process and systems improvements for Advanced Components Manufacturing facilities in Mexico. These improvements to operational supporting processes included capacity planning, NPI coordination, S&OP, Engineered Value Chain, inventory management, turn-around results, reverse engineering ERP implementations, lean methodologies & integrated supply chain expertise.

• As the leader of the Global ACM ERP CoE, I worked across functional team boundaries within MOSF (Mexico Operator Station Facility) in Monterrey, Mexico to deliver turn around results across all PQVC metrics. 18 months ago, MOSF was the enterprise constraint putting $330M in sales in jeopardy. To date MOSF has been current to its customers for 12 months. Co-authored Chairman's Award for Process Excellence submission for MOSF turn-around results.

• Drove integrated inbound EDI for all of Mexico delivering order of magnitude improvements in quality, velocity and cost for supply chain, procurement, logistics and accounts payable. These solutions were made available for all plants leveraging SAP, not just Mexico.

• Developed key site functional training and certification plans with immediate impact to proficiency and grief resolution. Developed ACM Global and local Power User organizations of strong cross-functional system and process experts with succession plans.

• Implemented robust master data governance, solutions and tools. Put organization in place to sustain it. Replicated this across other plants in Mexico.

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SAP Global Logistics Execution Manager, Caterpillar                                                                         2016 - Q3

E. Peoria, IL

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• Optimized common logistics processes and solutions across four distinct SAP instances globally that support and enable $22B in annual revenue.

• Delivered global logistics strategy to collapse four instances to one saving $15M overall and developing a common operating platform to uplift capabilities and step-change evolve the business.

• Saved major SAP integrated solution deployments $20M through detailed planning and leveraging best practices and lessons learned - in effect cutting duration by 66% and cost by 50%.

• Delivered significant supply chain process improvements that resulted in in over $15M in inventory reduction without sacrificing quality or material availability.

• Developed a strong cross-functional team of technical and process experts.

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SAP Product Architect Manager, Caterpillar                                                                                        2015-2016

E. Peoria, IL

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• Grew end-to-end SAP integrated solution with $210M invested to accommodate the diverse needs of Caterpillars global diversified business.  In this role I led the SAP Product Architects covering the breadth and depth of our integrated solution to from Engineer to Release, Production Planning, Order & Demand Management, Procurement, Manufacturing & Assembly, Logistics execution and Finance.

• Produced Caterpillar's global Template for machine and component manufacturing facilities that represent $22B of revenue.  I went from the business process side to the deep technical expertise side.  My team were the stewards of the SAP template and accountable for project design sign off, integration oversight, quality control and all "pursuit" activity.

• Generated $90M in business unit funded process and solution enhancements to fulfill business requirements and implement long-term strategic vision.  My team developed the conceptual design and estimates used for all project funding and capitalization.  In this role I reviewed all incoming demand helped prioritize and shape it.  My team was new to Caterpillar and fulfilled a much-needed vacuum in our integrated solution governance and design.

 

Supply Chain Process Architect, Caterpillar                                                                                        2013-2015

E. Peoria, IL

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• Introduced integrated supply chain strategy to realize $2.6B in opportunity.

• Produced enterprise supply chain benchmarking study highlighting $2.6B in opportunity compared to industry averages.

• Due to the success of our previous SAP ERP deployment at our largest and most complex campus to date, I was selected to be the supply chain process architect and then chief process architect for Caterpillar to realize the value of an integrated supply chain for the enterprise. 

• Starting with the customer first, we designed the strategy for end-to-end integration from orders and demand management, supply chain planning, manufacturing and operations, supplier, material and warehouse management, transportation and ultimately order fulfillment.

• Process Mapping - Led efforts to define the Caterpillar Enterprise Business Framework to level 5 utilizing the American Productivity and Quality Center (APQC) non-profit organization’s multi-industry benchmark process classification frameworks.

• Benchmarking - Led efforts to evaluate Caterpillar against current SAPs customers in our industry to measure supply chain performance and identify enterprise value that is being left on the table.

• Business Capabilities - Led teams to document key business activities needed to address enterprise value gaps.

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SAP Deployment Champion, Caterpillar                                                                                               2009-2013

E. Peoria, IL

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• Delivered to date, the largest and most complex SAP deployment for Caterpillar splitting a large manufacturing campus into four distinct legal entities with over 3,500 employees.

• Achieved an averaged of 92% customer ship date adherence for 2013 for all newly created legal entities - all were year-over-year improvements.

• Achieved an unprecedented 1% discrepancy while converting $211M of inventory based on legacy valuation. World class is 2%.

• Testing - Reworked all business integration testing to reflect actual business process to fully vet system and process capabilities and key transactions prior to Go-Live.

• Training and Development - Identified key roles and personnel who were foundational to the success and sustainment of the deployment. Developed a “train-the-trainer” methodology and a succession plan with incentives for them.

• Business Risk Mitigation - Identified and tracked key business risks and mitigation plans.  Tested key business processes in production prior to Go-Live.  Established central command center and satellite command centers to orchestrate 200 extended support resources.  Transitioned to normal support model in 2 months and released extended agency support resources 6 months ahead of plan.  Experienced no business process interruptions. 

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Supply Chain Performance Manager, Caterpillar                                                                               2007-2009

E. Peoria, IL

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• Improved supplier performance and supply chain response time for $1.7B in annual spend.

• Led multiple pull replenishment projects with key internal suppliers that represented the majority of spend for E. Peoria that resulted in $32M in inventory reduction during the economic downturn.  Worked with the internal suppliers to replicate our processes with their Tier 1 suppliers to achieve similar results.  Project work became the enterprise standard and was replicated throughout our division.

• Transformation - Identified, led and managed key business processes and long-lead time projects that had to be accomplished and thoroughly tested prior to go live, for example, EDI, SP20 labels, vendor readiness, subcontracting, warehouse and logistics process changes, etc. Set the direction for the enterprise in developing long term EDI and SP20 label strategies and deployment plans for internal and external suppliers.

• Change Management - Identified key changes from a process and organizational standpoint and then helped shepherd and mange the change.  This was a full time effort that spanned the length of the project and could not be underestimated.

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6-Sigma Black Belt, Caterpillar                                                                                                                2006-2007

E. Peoria, IL

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• Reduced on hand inventory by $38M through LEAN manufacturing principles and pull replenishment at E. Peoria Track-Type Tractors.

• Worked LEAN and Pull replenishment projects across domestic US plants and in Europe.

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Store Manager, The Home Depot                                                                                                            2002-2006

Avon, CO

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The Home Depot is an $83B home improvement supplies superstore that sells tools, construction products and services.

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• Total operational accountability for $40MM sales plan, market and business development, supply chain management, all marketing and sales strategies, project management, HR functions, staffing/hiring. Developed market vision and business growth with new and existing products. Developed and executed business plans.  Provided leadership for 145 associates. Direct interaction with the Chairman of the Board of Directors.

• Vendor/Supplier/Subcontractor Management - Managed complex organization of vendors, suppliers and subcontractors. Revamped and consolidated organizational structure to become more responsive and flexible.

• Increased sales 9% in one year - Led store to be one of only two stores out of 48 in the state of Colorado to achieve sales plan in 2005 with a major competitor (Lowes) opening locally. Major market penetration with industry-leading products. Drove several successful business development outreach programs.

• Operational turnaround - Led operationally deficient store and turned it into the district leader in audit scores for all areas.

• Inventory Management – Led store to achieve two back-to-back annual financial inventory reconciliations under ½ of 1% achieving divisional “best in class” recognition two years in a row.

• Reduced voluntary attrition from 91% annually to 38% - Through hands on leadership, built a winning management team responsible for our success and averted a crisis-staffing situation.  Implemented professional leadership and business development programs that led to the promotion of 2 associates to management, with three pending, and 7 to supervisor positions.

• Community Relationship Management - Developed relationships with key community leaders, local college, Chamber of Commerce, Workforce Center and forged partnership with Vail Associates.  Created strategic staffing plan producing immediate, mid and long-range results.  Plan used as model for staffing plans for remote market stores.

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Infantry Officer (Mustang), United States Marine Corps                                                                 1989-2002

San Clemente, CA

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The United States Marine Corps (USMC) is a branch of the United States Armed Forces responsible for providing power projection, using the mobility of the United States Navy to rapidly deliver combined-arms task forces on land, at sea and in the air.

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Had a long, storied and highly successful and rewarding military career.

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• Enlisted as infantryman out of MCRD San Diego in 1989 and was assigned to the 1st Marine Division.

• Meritoriously promoted to the rank of Sergeant.

• Nominated and accepted to MECEP, Marine Enlisted Commissioning Education Program.

• Graduated from the Citadel and OCS (Officer Candidates School).

• Became an infantry Officer and returned to the 1st Marine Division.

• Selected as one of 7 Marine Infantry Officers to attend the Army's Advanced Infantry Officer Course at Fort Benning, GA.

• Honorably retired from active duty in 2002.

• Combat Veteran.