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Pamelyn Lindsey is a principal with Oliver Wight Americas. Pam has specialized experience in Integrated Business Planning implementations, demand planning, financial integration, scenario planning, and the Oliver Wight IBP Accelerator software tool. She has a proven track record in Supply Chain process improvement, hands-on implementation, and delivery of related coaching, training, and education for senior management as well as multi-level teams with a solution-oriented approach.
Pam is formerly the Director of Global Supply Chain Operations and global leader of Executive S&OP and Integrated Business Planning for Ciena Corporation, a $2.8B global telecommunications and network strategy company. She led the implementation of best practices to improve revenue predictability, profitability, and working capital. Pam was responsible for creating the Global Product Review to align demand, supply chain, and product management to drive long-term planning. As well, she matured demand planning in all regions with a multi-view, General Manager accountability model based on Oliver Wight Demand Management Best Practices.
Most of her 25+ year career, Pam worked for The DuPont Company as an internal consultant and continuous improvement leader with roles in project management, manufacturing, process safety and risk management, training, and development. She led continuous improvement of the Global Integrated Reconciliation process to support financial evaluations of monthly business plans for the $3.5B Crop Protection business. Pam was the Process Design Leader on the One DuPont Global SAP ERP Supply Chain Improvement and Transformation Project, coaching, training, and leading DuPont Global Leadership Teams in the implementation of DuPont Integrated Business Management (DIBM), Integrated Financial Reconciliation, and Scenario Planning. Pam was also Program Manager for the DIBM Second Party Assessment process and Corporate ESOPT Network leader. Pam leveraged Six Sigma methodologies and directed development of training and education for DuPont Crop Protection Brazil Supply Planning using SAP APO and SNP tools as part of a $2B corporate inventory reduction effort.
Pam has worked in pharmaceutical, chemical, fluoroproducts, and agricultural product lines at U.S.-based sites with global experience in all regions.
She has volunteered for many business and community organizations with leadership roles on the Chemical Operators Industry Advisory Committee. Pam currently serves on the Board of Directors for the Association of Supply Chain Management, ASCM/APICS, and Project Lead the Way, a STEM program at the local level. She is a regular speaker at international industry conferences and has either authored or co-authored several articles and papers. Pam also holds certifications as a Six Sigma Black Belt and Certified Supply Chain Professional, CSCP.
Pam is an Oliver Wight Certified IBP Overview instructor, ESOPT/IBP-A lead instructor, and Associate APICS Instructor. Pam received a Bachelor of Science degree in Mechanical Engineering from the University of Pittsburgh.
Be Ready for Change (Good and Bad) With Scenario Planning
There’s a tendency not to want to think of how plans can go awry.
In our latest white paper, Pamelyn Lindsey describes how companies use scenario planning to adapt to business changes (good and bad).
She gives detailed advice on how to structure scenario planning. She also shares case examples of using scenarios to drive better decision making and improve participation in Integrated Business Planning.
“How well is scenario planning performed in your company? My experience shows it is a necessary skill,” Lindsey writes.