Leo Creger is a Senior Research Director in the Operations, Industrial and High Tech team. Leo's research focus areas include Supply Chain Strategies, Cost Optimization, Operationalized Supply Chain KPIs, Spare Parts Planning, MRO Services, Inventory Optimization and Asset Management, and Supply & Maintenance Organizational Synergies. His research covers assessing organizational maturity in these areas, long range planning for programs implementation, progress self-evaluation, maturity stage progression, capturing benefits realization and achieving successful transformational change.
For over 30 years, Mr. Creger has championed major business transformations in operations and supply chain management across a diverse industry set. By leveraging best practices across industries, he has consistently delivered solutions exceeding expectations. His depth of experience developing strategy and leading execution across one of the most complex global supply chain operations (U.S. Navy) is extraordinary. Coupled with Fortune 1000 experience with Aerospace and Defense, Biotech, Commercial Aviation and Internet Banking and Finance companies, the breadth of knowledge, lessons learned, and innovation Mr. Creger can provide enables improvements across the entire supply chain lifecycle.
In addition to Mr. Creger's deep supply chain management experience, he has over 15 years of implementing technology solutions and systems supporting supply chain operations. Experience includes SAP implementation leadership roles (U.S. Navy & Amgen), authoring comprehensive long range IT strategic plans for multi-billion dollar organizations, and developing both technical and organization strategies for numerous other supply chain and logistics process automation initiatives.
Mr. Creger is relentless in the pursuit of achieving operational performance excellence and continuous improvement of supporting processes that enable the highest levels of achievement.
Recruited and mentored high performing supply chain analytics teams focused on:
- Developing operationalized supply chain KPIs
- Advancing the maturity of enterprise data tools to visualize interdependent processes
- Partnering with Engineering Reliability to advance predictive failure analysis concepts
- Transforming the Supply Organization to exception-based management principles
Developed and implemented spare part strategies to reduce inventory investments even as business operations increased without sacrificing performance reliability. Evaluated and terminated lease agreements for spare parts established due to previous poor supply chain performance
Improved vendor management engagements to address poor repair vendor performance and addressed business criticality of timely internal processing of unserviceable components
Supervised Supply Chain Managers of major programs including fuels and related delivery services, freight and logistics, sparing for new fleet deliveries (Airbus A321neo and Boeing 787), network-wide material planning, inventory optimization, lease pools and VMI solutions.
Restructured a Supply Chain organization to implement career progression and professional growth opportunities. Necessary to overcome high turnover and low department retention due to large gaps existing between staff specialists and managers. Changes led to greater retention, department knowledge continuity, and improved team collaboration.
Senior Director, Supply Chain Planning, Programs & Initiatives
Long-Range IT Systems Planner, HRIS Business Partner, SAP Integration Team
U.S. Navy (Active and Reserve Service)
Captain, Supply Corps Officer, Submarine Warfare, Expeditionary Logistics
Supply Chain Planning
Supply Chain Technology Strategy and Selection
Supply Chain Strategy
CSCO Strategic Leadership
BS Electrical Engineering - MIT (9/87-6/91), Cambridge, MA
Exec MBA - Univ of Michigan (Ross School of Business) (8/05-4/08), Ann Arbor, MI
1Supply Chain Strategies for MRO - Supply & Maintenance organizations collaboration; Exception based process management; Data driven decisions
2Cost and Cash Optimization - Phased sparing investment plans; Maximizing asset utilization; Repair cycle cost management
3Performance Management - Supply Chain KPIs transformation for operational and financial relevance
4Spares Inventory Strategies and Management - Pooling; VMI; Consignment; Stale/excess inventory management
5Aerospace and Defense - Part Data Masters; Sparing alignment with Maintenance capability; Joint Service logistics integration; Systems and Spares Obsolescence; Global logistics planning