Bill Stotzer

Bill Stotzer specializes in strategic cost optimization, operations, purchasing, supply chain and cash flow improvement. Mr. Stotzer has over 20 years of experience in finance functions and corporate strategic planning and has worked across a wide range of industries, including retail, wholesale, consumer products and manufacturing. In his various industry roles, he has been responsible for the finance function and corporate strategic planning.

Mr. Stotzer has a practical perspective on achieving performance improvement targets in complex business environments. He has led operations, supply chain and procurement optimization projects that drove measurable and quantifiable benefits in time constrained environments, with rapid execution. He has assisted companies implement technology tools to drive increased productivity and assisted clients transition their operating model to improve organizational effectiveness.

Mr. Stotzer has a proven track record of delivering value for his clients. His experience includes a strategic sourcing assessment of a $60 billion retailer, identifying $350 million of savings opportunities on an indirect spend baseline of $5 billion. Savings categories included freight, transportation, fixture and displays, professional services, facilities construction and maintenance. He led the transformation initiative of information technology cost reduction for a $50 billion retailer, where he negotiated new contracts with key vendors resulting in $38 million in annual savings across software maintenance, hardware, hardware maintenance, application development services, software maintenance services and IT project services.

Mr. Stotzer Led a 27-month procurement transformation initiative at a $35 billion wholesale distributor. The project included an assessment of direct product sourcing, process design, pilot and implementation. The project team implemented strategic sourcing savings for 30 categories representing $1.7 billion in spend, resulting in 12% average savings. Inactivated 45,000 low performing SKUs, and managed the adoption process across 70 strategic business units.

In addition, Mr. Stotzer led the enterprise assessment of a $1 billion consumer products company. The assessment covered conversion operations in 10 plants, procurement, selling, general and administrative costs, information technology. Identified $20 million of cost optimization opportunities, plus additional $17 million benefits related to outsourcing a vegetable processing plant operations. Savings categories covered procurement and sourcing, conversion operations, sales and operations planning, G&A costs, with a 23% increase in EBITDA. Developed the order-to-cash vision and target operating model for the medical supplies business unit of a $100 billion national wholesale distributor.

The operating model defined new functional responsibilities, key capabilities and organization design for delivery of shared services to the enterprise. Developed the business case including both opportunities and required investments to achieve the desired state, supported by a roadmap to achieve the new model. He led the assessment and implementation of logistics, chemicals, coatings, industrial oils and MRO supplies for a $11 billion global aluminum manufacturing company. The assessment identified savings of 7%-10% across the categories and the implementation resulted in savings at the high end of the range and included logistics for dry van and flatbed carriers along with global chemical, coatings and lubricating oils.

As part of a $80 billion merger of two global companies, developed the approach to carve-out four businesses concurrently and to stand-up the target North American divested business, in compliance with anti-trust requirements. Scope included separating and re-establishing: supplier agreements, customer agreements, plants, distribution, permits, IT infrastructure, business applications, corporate functions. Developed Transition Service Agreements and Product Service Agreements to ensure continuity.