Holly Catich
About
Holly Catich is from 美国 伊利诺伊州 奥罗拉. Holly works in the following industries: "食品和饮料", "日用品", "食品生产", and "信息技术和服务". Holly is currently Director of Sourcing at Wilton Brands. In Holly's previous role as a Food Sourcing Manager at Wilton Brands, Holly worked in until Dec 2019. Prior to joining Wilton Brands, Holly was a Sourcing Manager at MKC Electric and held the position of Sourcing Manager at Montgomery, IL. Prior to that, Holly was a Strategic Sourcing Manager at Dawn Food Products from Jan 2009 to Jan 2011. Holly started working as Director of Procurement at CONNELL SPEND MANAGMENT in Jan 2007. From Jan 2006 to Jan 2007, Holly was Manager, Indirect Sourcing at Culligan International. Prior to that, Holly was a Division Procurement Project Manager at CSM Bakery Supplies North America from Jan 2002 to Jan 2006.
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Holly Catich's current jobs
Holly Catich's past jobs
Sourcing Manager focused on implementing processes and strategic direction while improving the effectiveness of cross functional teams for on time product development. Monitor commodity price trends to mitigate impact on cost of goods. Focused on partnering with the right suppliers while achieving savings and increased fill rates.
Sourced and procured direct and indirect categories for family owned commercial and industrial electrical business. Forecasted material cost trends and impacts on future projects. Developed office and field processes to streamline job costing and invoicing.
Responsible for purchasing and inventory control of primary commodity based food ingredients for use in manufacturing and distribution centers. Involved in risk management, budgeting, sourcing, strategic planning, continuous improvement initiatives. Responsible for a spend of $100+ million.
Director Raw Materials - Provided consulting services for Mid-Level Food and Consumer Packaged Goods clients in the areas of strategic sourcing, risk management, and category management. Sourced and secured a $10 million corn based ethanol spend for a consumer products client. Sourced and contracted wheat and soybean oil for a multi-location food manufacturer using the futures market. Maintained coverage balances, cost to budget variances, and monthly reporting. Managed a $40 million fruit/juice/concentrate spend for a large food service manufacturer. Tasks included maintaining budget costs, product formulation analysis, vendor sourcing/selection, and detailed communication to plants and executives. Managed all day-to-day relationships with the supply base concerning contract balances, service, logistics and financial issues. Project Manager for a purchasing diagnostic study for a private equity firm. Diagnostic included improvement recommendations for 16 business units in areas as sourcing strategies, personnel skills, and risk management.
Managed a total of $40 million in indirect spend national contracts for Culligan Owned Dealers that included bottles, cups, salt, uniforms, temporary services, plumbing supplies, MRO items, travel, wireless services, copiers/printer fleet, AMEX, and office supplies. Vendor sourcing/selection and analysis for Travel and Temporary Service for a reduction in spend of $625k or 8%. Renegotiated contracts for Office Supplies and Uniforms for a $130k or 14% reduction in spend. Developed a working relationship between the Franchisee buying network and Headquarters that had not been experienced in the past.
Recruited to this company to develop and implement procurement strategies for key categories throughout five operating companies in North America. Implemented an analytical and objective buying process to the purchasing managers to increase their professionalism and to introduce a new higher level of thinking, for domestic and international locations. Vendor sourcing/selection and analysis for the following direct categories: Starch, Eggs, Vitamins, Pails, Multi-wall bags and Corrugate. Reduced spend on these categories by $7 million, or 14%. Worked with a team to conduct a supply chain evaluation of CSM’s USA network that resulted in a strategic plan for significantly reducing supply chain costs across its multiple operating divisions and environments. Savings estimate for the logistics project ($10+ million, $1.6 million realized in 2006)