Edith Gordon - Supply Chain Instructor, SCGG

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Work Background

Supply Chain Global GroupAPICS Master Instructor

Jan. 2020Malta

De La RuePlanning Manager ID & PAT

Jan. 2018 - Jan. 2019Malta

3MDemand Planner HCBG EMEA

Jan. 2017 - Jan. 2018

3MDemand Planner HCBG EMEA

Jan. 2017 - Jan. 2018

3MSupply Chain Planner

Jan. 2013 - Jan. 2017Burgdorf Switzerland

Elizabeth Arden InternationalSupply Chain Manager

Jan. 2008 - Jan. 2012Elizabeth Arden, founded in 1910 on Fifth Avenue in New York City, is one of the most recognized names in beauty and is known around the world for quality, glamour, product innovation and its iconic Red Door. Elizabeth Arden's portfolio includes skincare, color, and fragrance products. I was hired in 2008 as a supply planner helping the company to integrate the fully acquired Liz Claiborne cosmetics portfolio and demand manager of the company’s portfolio for the European and Asia-Pacific Distributor and Travel Retail Markets. In 2010 I was appointed to lead the re-supply project for the European Operations. This means ensuring product availability for products manufactured in the USA for the International markets. I spent time in the US warehouse location to ensure smooth operations during the pre-Xmas period of 2010 and laid out a new process for the re-supply business. This process embraces all the necessary steps needed for product replenishment from placing a Purchase Order till booking in goods at the local warehouse.

SSL InternationalRegional Demand and Supply Planning Manager

Jan. 2007 - Jan. 2008SSL International was a British manufacturer of health products, its best known brands being Durex and Scholl. Since November 2010, SSL International has been a part of Reckitt Benckiser. Within SSL International, I was lucky to work on the Foot care portfolio for 15 Central and Eastern European markets. My main tasks were coordinating product forecasts with the markets, ensuring stock availability at the local warehouses and following up shipments with international freight forwarders. Foot care products are very seasonal, and hard to predict. Initially, I reduced foot care obsolete inventory by 8% thanks to improved demand processes and faster information flow on product availability to markets.

DanoneSupply and Demand Manager

Jan. 2004 - Jan. 2007Danone is a French food-products multinational corporation, claiming world leadership in fresh dairy products, and also in bottled water. I joined Danone Hungary and was glad to have the opportunity to try myself out in two roles here. As a demand manager, I was responsible for the sales forecasting of the whole Hungarian product portfolio. Given the perishable nature of the product, the forecasts were refreshed on a daily basis. I truly enjoyed this role, thanks to the exceptional collaborative spirit of the sales and marketing departments, that did not end in the regular S&OP meetings, but continued in our everyday work. I was granted the Future Leader award by the GM for the great results in demand planning. When the Hungarian branch decided to introduce SAP, I acted as a Key User helping to fine-tune the DP (Demand Planning) tool of the software.

L'OréalSupply Planner and Demand Forecaster

Jan. 2003 - Jan. 2004The L'Oréal Group is the world's largest cosmetics and beauty company. Concentrating on hair color, skin care, sun protection, make-up, perfumes and hair care, the company is active in the dermatological and pharmaceutical fields and is the top nanotechnology patent-holder in the United States. I joined L’oreal Hungary to help improve their demand processes, ensure that new product launches are available on time for sales from the local warehouse and that they are registered well-ahead at the local authorities. I worked closely with marketing and introduced a structured process in demand forecasting. I set up lists of obsolete, slow rotation and destructible items and managed their life cycle. My main achievement here was decreasing the stock-level of the warehouse from 150-160 DOC to 60-70 DOC both in terms of quantity and value as compared to the half-years before and after April 2003.

Procter & GambleDemand Forecaster

Jan. 2000 - Jan. 2003Procter & Gamble is a Fortune 500 global company that provides consumer products in the areas of pharmaceuticals, cleaning supplies, personal care, and pet supplies. I was a very fortunate, fresh university graduate, who got the chance to join a giant FMCG company with an excellent reputation all over the world – P&G in 2000. During the years spent at this great company, my responsibilities included demand management of the cosmetics, household cleaning products and a section of the laundry product portfolio for five Central European markets. I prepared three main levels of forecast: first, on a monthly brand level for the top management, second, monthly sku-forecast for Marketing, Sales, and CMO and third, weekly sku-forecast for the Supply Planning Department. Prepared forecast vs. sales measurement reports and defined appropriate action. I held monthly Demand Meetings presenting the forecast for the upcoming 18 months and gained consensus with the interested parties. Responsible for the training of newcomers to the company via High Performing Organization P&G training days. I developed a customer-level forecasting method for the managed product portfolio - this enabled a realistic forecast with lower level of out-of-stock thank on other divisions. The company prepared me for the future roles I held at other companies – in my opinion, P&G, with its well-designed procedures and human approach to business and people, is one of the best schools for fresh graduates in terms of putting into practice all the business knowledge attained at the university.