Afzal Nasser

Results-driven supply chain/finance executive with 22 years of experience leading global operations, optimizing logistics and driving end-to-end supply chain efficiencies.  Proven ability to transform complex supply networks, reduce costs, and enhance service levels through data-driven decision-making, strategic sourcing and innovative supply chain technologies. 

Recent Experience:

Af joined Cintas in 2019 as Director of Sourcing for Facility Service and immediately hit the ground running. In 2021, Af was promoted to Senior Director of Global Sourcing, and in 2022 he was promoted to Vice President of Strategic Sourcing, COE, and Supplier Diversity.  In 2024, he was once again promoted to VP of Distribution and Production Planning.

Throughout his career, Af has an established history of executing strategic plans to help organizations achieve their key performance metrics.  In 2023, he worked in partnership with legal and tax teams to establish a Sourcing team in Singapore, which he built from the ground up.  During the global pandemic, Af’s decisive leadership and ability to navigate a complex supply chain helped secure crucial product in the face of industry-wide shortages.  Af also recently represented Cintas Corporation on Capitol Hill, testifying as an expert on trade agreements before the Ways and Means committee.

Major Accomplishments:

·      Over $170M year over year savings

·      Improved payment terms from 42 days to 75, in under 12 months

·      Automated A/P reducing headcount by 80%

·      Implemented incentive plans, improving operational efficiencies by 15%

·      Launched global P2P system to optimize indirect spend

·      Increased business continuity and resiliency from 55% to 90%

Af holds a Bachelor of Finance degree from The College of New Jersey and an MBA from Centenary College.

Vice President of Distribution and Production Planning                                                                                         

2024 to Present

Lead a team of over 1,000 employees to execute on strategic operating plans, supporting 13 Distribution Centers.

¦  Implemented special operations efficiency program that resulted in 15% productivity in labor savings

¦  Implementing automated pallet wrappers, robotics, cycle counting automation resulting in $1M in savings in operations

¦  Utilized SAP automation to improve buyer efficiencies by 70%

¦  Developing improved reporting to reduce customer service partners by 28%

Vice President of Global Supply Chain, Supplier Diversity, COE & Logistics                                                        2023 to 2024

Maintained responsibility for sourcing organization, expanded role and responsibility for leading an additional 70+ team members.

Key Accomplishments:

¦  Achieved over $7M or 20% of savings in parcel within 5 months

¦  Negotiated an incremental $25M in year-over-year savings in 2024

¦  Improved Payment terms from 42 days to 75 days in under 12 months

¦  Co-led program to build out Management Trainee Program to support Global Supply Chain talent development and succession planning

¦  Asked to provide testimony to Ways and Means committee in Capital Hill, regarding HOPE and AGOA

o   Partnered with Meg Whitman, ambassador to Kenya to support initiatives in Africa

¦  Traveled to Singapore and various South East Countries in Asia, developing international sourcing team from ground up

¦  Automated Accounts Payable functions and reduced offshore support staff by 80%

¦   

Sr. Director of Global Supply Chain ($2B spend)                                                                                                                                             

2020 to 2023

Lead and develop sourcing organization (Direct/ Indirect), responsible for transforming Rental/Garment, First Aid and Safety and Facility Services segments from a tactical/administrative to strategic-focused organization.

Key Accomplishments:

¦  Achieved over $83M in year-over-year savings in first year

¦  Developed and standardized monthly KPI’s enabling businesses to hold suppliers accountable for misses in quality, on-time delivery, cost savings, contract compliance, payment terms, business continuity and safety

¦  Improved contract renewal negotiation process to include year-over-year productivity improvements and tiered rebates

¦  Presented weekly to CEO and Sr. VP’s on “state of affairs” within supply chain market

¦  Utilized professional network to provide sales referrals that generated over $9M in revenue

¦  Co-led systems migration/integration for Planning team while developing SIOP structure to improve forecast accuracy and accountability

¦  Expand EDI onboarding to support DC initiatives

¦  Provided support for Logistics team from contract management, sourcing new suppliers and providing third-party solutions to support business requirements

¦  Developed APAC team to broaden supply chain support

¦  Improved Diversity Supplier spend from $198M to $284M per year

Director of Sourcing, Facility Services and Indirect Spend Divisions ($600M spend)                           

2019 to 2020

Key Accomplishments:

¦  Achieved over $25M in year-over-year savings in first year

¦  Increased PPE product supply from a range of 1,000% to 153,000% for a variety of Covid-related items within three months

¦  Lead initiative to develop dual suppliers from 53% to 85% in 12 months

¦  Worked with product development to ensure all specifications are updated and in system within two-year timeline

BELDEN, INC. - $2.5B REVENUE
VARIOUS POSITIONS (2010 TO 2019)

Vice President, Global Procurement ($500M spend)                                                                                                                          

2015 to 2019

Trusted business partner delivering value to the global businesses by providing support to commercial and operational functions. Collaborated with cross-functional teams from senior leadership to individual contributors to drive improvement in performance and developed accretive initiatives to enhance ROI and EBITDA performance.

 Key Accomplishments:

¦  Implemented Global Procurement Purchase-to-Pay Solution

¦  Achieved $31M in year-over-year savings and an additional $5M in cost avoidance

¦  Collaborated with leadership teams across business platforms and business units to identify and execute cost savings projects by benchmarking and restructuring contracts, consolidating suppliers and services, identifying new/alternative sourcing options through market research, implementing new delivery models, and change management

¦  Managed relationship with internal stakeholders and global suppliers to ensure services are delivered in accordance with contractual agreements; monitored performance and took appropriate actions when required to ensure service level agreements were met; organized regular business reviews to discuss the performance, delivery and contract-related issues

¦  Collaborated with leadership teams in forecasting and budgeting for the contracted services, building deal pipeline, forecasting savings and developing transition plan; published scorecards and dashboards periodically to report project status, savings, supplier performance, spend, relationship, risk and satisfaction score

¦  Managed various projects from scoping, developing implementation plan and post evaluation of awarded recipient

¦  Initiated, led, and completed RFQs / RFIs / RFPs processes for procurement for goods and services globally; set-up, negotiated, monitored and published service levels (SLAs) and other support metrics

Interim Director of Operations, WPW a division of Belden ($46M revenue)                                                  

2014 to 2015

Leadership role charged with supporting the General Manager in driving the development of robust commercial and operational strategies. Improved SIOP process resulting in improved inventory position and cycle time.

Key Accomplishments:

¦  Developed new processes and invested in technology to reduce material overconsumption and scrap leakage

¦  Improved production output by 20%

¦  Instituted cross-training practice to improve retaining labor talent and improve flexibility to accommodate seasonality

¦  Negotiated 10% reduction in LTL and truckload rates

¦  Initiated Bill-of-Material product line review, revised time studies and material construction project

Finance Director, WPW a division of Belden ($46M revenue)                                                            

2013 to 2014

Finance Lead responsible for reporting monthly results, KPI’s and presenting RCCM to the senior leadership team.

Key Accomplishments:

¦  Collaborated with commercial teams to expand footprint and leverage 3PL distribution networks to improve stocking position resulting in improved lead times

¦  Full financial responsibility with focus on increasing operating profit contribution and working capital optimization

¦  Managed three accounting and FP&A professionals including one IT direct report; reduced staff support functions by 50%

¦  Prepared and presented monthly and quarterly financial results to CEO, CFO and senior leadership team

Global Operations Controller, Hirschman ($300M revenue)                                                  

2012 to 2013

Partnered with finance controllers throughout the organization to evaluate manufacturing performance, manage capital expenditure and support global supply chain organization.

Key Accomplishments:

¦  Responsible for leading weekly operations POV meetings to provide monthly guidance on operating results for seven domestic and international facilities. (7 indirect plant controller reports)

¦  Managed $120M budget while developing model measuring 6% year-over-year productivity improvement objectives

¦  Collaborated with logistic team to identify freight leakage and develop action plan to meet budget targets

Associate Director, Hirschman ($300M revenue)                                                                                                                               

2011 to 2012

Partnered with finance controllers throughout the organization to evaluate manufacturing performance, manage capital expenditure and support global supply chain organization.

Key Accomplishments:

¦  Supported VP of Finance by managing closing process and providing corporate decks, bridges, waterfalls and commentary

¦  Created price/volume/mix, KPI, countermeasures, and productivity analysis

¦  Ad-hoc projects including due diligence and divestiture of business unit

¦  Saved business unit over $400K through process enhancements and operational improvement

Manager Operations, Accounting at Alpha Wire ($100M revenue)                                                                

2010 to 2011

Responsible for supporting plant controller and plant manager with managing operational performance and optimize cost performance for indirect and direct materials.

INGERSOLL RAND - $13.3B REVENUE | MERCK/SCHERING PLOUGH - $4B REVENUE

VARIOUS FINANCIAL PLANNING AND ANALYSIS POSITIONS (20

Master of Business Administration (MBA) - Management - Centenary College  

Bachelor of Science - Finance - The College of New Jersey

American Marketing Association - Financial Modeling Certification