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David A. Goddard, a principal with Oliver Wight, has comprehensive global operational supply chain experience in a variety of environments within industries such as oil and gas, pharmaceuticals, electronics, heavy machinery, forest products, and consumer products, coaching managers and executives to lead their companies to Class A certification. He brings to clients a wealth of domestic and international success impacting the entire supply chain – from Integrated Business Planning through execution.
Having worked throughout Europe and the Middle East, David understands the needs of local and international organizations. He has the unique ability to relate well with multiple levels within a company and has particular strength in coaching executives in their improvement efforts, contributing to sustainable change within an organization. His support of clients for FastTrack Sales and Operations Planning implementation as well as Integrated Business Planning (advanced Sales & Operations Planning) is a core competency for David with clients ranging from chemicals to pharmaceuticals and consumer goods to capital equipment, helping them to achieve strategic and financial goals.
David is the lead instructor for Oliver Wight’s Master Scheduling Course, Product Manager for our web-based assessment tool, eList, and Demand Manager for Oliver Wight Americas’ internal IBP process. David’s skills benefit both clients and Oliver Wight in achieving success.
Beginning his career in aerospace manufacturing, David held positions within capacity planning, master scheduling, and engineering change departments. His achievements earned him a position as a member of a start-up team for a new electronics manufacturing facility. As a member of the team, he was responsible for the implementation of the new division’s ERP management systems and processes. Subsequently, David was a senior software consultant/client manager for AMX International where he implemented enterprise planning software at a variety of companies.
David has his CPIM from APICS and has served on the board of directors for two chapters. He holds a BS in Business Administration from Boston University with a concentration in operations management.
A Bow Wave alone demonstrates that the Supply Team has lost the ability to plan and control their supply chain with realistic expectations. A Hockey Stick phenomenon alone demonstrates an executive team is out of control managing the financial plan of the company within expectations. When both Bow Wave and Hockey Stick occur the outcome can be disastrous for the company and careers. This paper discusses these phenomenons, how to avoid them, and what to do if you encounter both at the same time.
Webinar on how to gain commitment from your executives to tackle Integrated Business Planning (IBP).
FastTrack implementation methodology requires behavior change which can be achieved through a better understanding of Integrated Business Planning. Read about elements of a successful implementation in this article by David Goddard.
Read this detailed description of the Master Scheduling Course