Jeffrey D. Naden

104 Hunters Court    

McKinney, TX 75070

Office (972) 540-6745 --- Cell (972) 658-1684

Summary: Supply Chain Consultant with over 15 years of experience in both supply chain operations and the deployment of technology to support manufacturing and logistics in the Consumer Packaged Goods, High Tech, and general manufacturing verticals.





MBA, 1984 - Materials and Logistics Management



BS, 1978 – Forestry



Experience and Accomplishments

2001-Present      Consulting Professionals, Inc., McKinney, Texas

Joined Consulting Professionals network as independent professional consult to assist Manufacturing or Distribution companies in maximizing their return on investment in the Information Systems that support the company’s Supply Chain operations.

Cap Gemini Ernst & Young US LLC Dallas, TX 2000 to 2001


Senior Manager Dallas, TX (3/00 to 4/01)

Responsible for sales and delivery to the High Tech vertical of professional services related to the implementation of supply chain software applications.


For a Fortune 500 manufacturer of Internet routers, managed a project to implement i2 Demand Planner. Managed team of over 20 people. Project scope included Business Process Transformation and Change Management, as well as the technical aspects of implementing i2 DP.



Scheduling Technology Group Dallas, TX 1998 to 2000


Marketing Director; Responsible for the creation and implementation of the North American marketing plan for STG, an international software company in the Supply Chain Management software market. The comprehensive marketing initiative utilized advertising (both web based and traditional media), event sponsorship, trade shows, direct mail, and the Internet to generate awareness and sales leads.


Director of Customer Service; Built the U.S. customer service organization for STG. Responsible for the organization providing technical support to U.S. users of STG’s production scheduling software products ST-POINT and OPT. These software products are now owned an offered by Manugistics, Inc.



PeopleSoft Incorporated Dallas, TX 1996 to 1998


Project Manager; Responsible for managing PeopleSoft resources on projects to assist clients in implementing Red Pepper Software for advanced planning and scheduling applications. Managed a project to install the Red Pepper Production Planning modules at a leading manufacturer and direct marketer of personal computers. This project integrated Red Pepper with Oracle Manufacturing and provided the client’s material planners and buyers with the capability to quickly calculate material requirements based on customer orders, and compare the requirements to current supplies and replenishment orders for component parts. Planners then used the data to create feasible production schedules while buyers created additional replenishment orders to cover the production plan.



Price Waterhouse LLC Dallas, TX 1995 to 1996


Principal Consultant, participated in all aspects of the consulting process including sales, project management, and client relations.


For a manufacturer of telephone switches, led client team of logistics professionals though 6-month analysis phase of SAP implementation. Documented current business processes and designed future business processes to be implemented in SAP to support logistics activities for this manufacturing facility. “As-is” and “to-be” business processes were documented using business process mapping software. These business process maps guided the configuration of the ERP system.


Led software selection project for the world’s largest distributor of aircraft parts. Assisted a client team in documenting functional requirements related to inventory management, distribution, purchasing, customer service, and regulatory compliance. Conducted a formal evaluation of the functionality of SAP, Baan, and Oracle Applications software versus the client’s functional requirements. 


Kimberly-Clark Corporation Neenah, WI 1984 to 1995


Planning Information Systems Consultant; Neenah, provided internal consulting services to multiple Kimberly-Clark consumer products business units where logistics decision support systems were being installed to support Supply Chain Management. Project Leaders and their teams were provided assistance in business process re-design, functional system design, and project management. Multiple projects at geographically dispersed sites were managed concurrently.


Project Leader; Led a team that achieved the successful implementation of the first ever Logistics Decision Support System at Kimberly-Clark Corporation. Installed Linx™ and Schedulex™ from Numetrix, Inc. These modules are now called Strategic Network Optimization (SNO) and Production Scheduling Process (PS-P) and are part of the J.D. Edwards Supply Chain software suite. Created the functional design for a Logistics Information System that supports the Master Planning, Scheduling, and Distribution Network Optimization needs of a $1 billion consumer products business.


Planning Specialist; National responsibility for production and distribution planning for leading brand name consumer product. Strategic capacity plans and tactical production schedules were developed to implement the marketing plan for line extensions and new product introductions.


Mill Planner; Supervisor of production planning for a consumer products manufacturing facility.


Stores Supervisor; Supervised 15 people and managed $2.6 million investment in MRO spare parts inventory to maximize maintenance efficiency and machine availability within an integrated paper production and converting facility. Led the Stores Team from a hard-copy document environment to a computer-based environment as a corporate-wide Stores/Purchasing system was installed. Achieved record inventory turnover for spare parts.


Manufacturing Planner; Scheduled manufacture of paper on two machines to meet converting department requirements while managing $4.4 million inventory investment.


Area Planner; Planned and scheduled the production and distribution of consumer products made in one department of a single plant. Maintained 98.1% customer service and below standard distribution expense in spite of capacity constraints and sales over 140% of forecast. Reduced rail demurrage charges from $2500 per month to $50 per month by decreasing inventory targets for a key raw material to levels determined by statistical analysis.