Eight Twenty-Eight Consulting LLC

Provides fractional and advisory supply chain and operations services to product- and service-based businesses. With a focus on process improvement and end-to-end operations, the firm helps clients bring structure, clarity, and efficiency to underdeveloped or reactive workflows. Services follow a tiered model (Seek, Explore, Ascend) and combine strategic oversight with detailed execution to drive lasting, systems-level improvement across the supply chain.

𝗙𝗿𝗮𝗰𝘁𝗶𝗼𝗻𝗮𝗹 𝗘𝘅𝗲𝗰𝘂𝘁𝗶𝘃𝗲 𝗦𝗲𝗿𝘃𝗶𝗰𝗲𝘀 (𝗖𝗦𝗖𝗢/𝗖𝗢𝗢):
•Provide strategic and operational leadership as a fractional executive, working across the full supply chain and operational landscape.
•Lead efforts to map workflows, identify bottlenecks, and design integrated solutions that align with business objectives.
•Partner with leadership teams to implement sustainable improvements, support cross-functional alignment, and oversee performance metrics.
•Create and operationalize strategies that support long-term efficiency, reduce reactivity, and improve organizational readiness.

𝗔𝗱𝘃𝗶𝘀𝗼𝗿𝘆 𝗦𝗲𝗿𝘃𝗶𝗰𝗲𝘀:
•Offer focused, short-term engagements (10, 17, and 25-hour packages) designed to address specific operational pain points or strategic challenges.
•Deliver high-impact advisory support to businesses needing quick insight into process gaps, functional misalignment, or inefficiencies.

𝗘𝗱𝘂𝗰𝗮𝘁𝗶𝗼𝗻𝗮𝗹 𝗦𝗲𝗿𝘃𝗶𝗰𝗲𝘀:
•Co-host a supply chain-focused podcast delivering tactical insights and industry knowledge to a broad audience.
•Facilitate workshops and training sessions designed to elevate team capabilities in operations, process improvement, and supply chain strategy.
•Guest lecture at universities, speak at conferences, and create educational content (Two Minute Topics series, newsletters, LinkedIn content) bridging academic concepts with practical application.

Owner & CEO

University of Maryland Global Campus

Course Developer & Adjunct Instructor for Project Management & Supply Chain courses.

Adjunct Assistant Professor & Course Development SME

American Public University System

Teach and mentor students in various supply chain and transportation disciplines, leveraging industry expertise to deliver engaging and impactful learning experiences. To date, I have taught 184 students, fostering their academic and professional growth through rigorous coursework and practical applications.

𝗖𝗼𝘂𝗿𝘀𝗲𝘀 𝗧𝗮𝘂𝗴𝗵𝘁:
- Supply Chain Management: Investigate the integration of supply chain functions to optimize costs, improve efficiency, and drive organizational ROI.
- Logistics Management: Study logistics principles, trade-offs, and integration strategies for effective supply chain operations.
- Supply Chain Risk Management: Focus on identifying, assessing, and mitigating risks to build resilient and efficient supply chains.
- Advanced Business Logistics: Explore advanced logistics strategies to enhance operational efficiency and customer value.
- Distribution Systems: Examine key transportation systems and physical distribution concepts, including containerization, intermodal transportation, warehousing, and supply chain innovations.

Develop course content, assess student progress, and provide individualized feedback to ensure comprehension and application of key concepts. Engage students in discussions, case studies, and projects to deepen understanding and encourage real-world problem-solving.

Online Faculty - Transportation & Logistics

Transportation and Supply Chain Institute | University of Denver

Developed and taught a short courses on the following:
- Project Management within Business
- Strategic Risk Management & Supply Chain Resilience

Short Course Faculty

Southern New Hampshire University

- Online undergraduate supply chain instructor.
- Courses Taught: Reverse Logistics

Online Adjunct Instructor

Columbia College

Developed and designed the Global Supply Chain Management course, set to launch in January, including writing all course content and creating assignments to align with both academic standards and real-world industry practices.

This course addresses the growing importance of global supply chains in an increasingly complex international context. Students will explore key concepts, strategies, and issues such as global sourcing, logistics, inventory management, and supply chain risk management. The curriculum also examines the influence of cultural, political, economic, and technological factors, providing students with the knowledge and tools to navigate challenges and opportunities in managing global supply chains.

I will teach the course, delivering dynamic instruction and fostering discussions to prepare students for success in global supply chain operations.

Adjunct Instructor & Course Developer

Port X Logistics LLC

- Collaborated with CEO to develop and implement company growth strategies resulting in increased market presence and new business opportunities.
> Effectively generated $1.1 million of business in the first two months of onboarding a new customer. 
> Generated over $4.3 million of revenue during tenure. 
- Managed key accounts, implementing efficient drayage, transloading, and trucking solutions, leading to improved operational effectiveness among freight forwarders and BCOs/Shippers.
- Developed and implemented standard operating procedures to maximize partnership synergies, enhancing collaboration between organizations.
- Led internal continuous improvement initiatives, successfully revamping SOPs for increased efficiency in internal operations.
- Executed specialized solutions through utilizing project management processes.
- Conducted TMS software system demos (Turvo) and provided guidance to customers, showcasing the value of technology in enhancing operational processes.
- Facilitated the set-up of a new warehouse in Savannah, GA upon hire.
- Launched a new division called EV is EZ, focusing on the movement of EV batteries.
> Generated marketing around the concept, including creating the website, shooting a promotional video, and pitching the concept in the market.
> Negotiated with hazmat drayage, transloading, and trucking providers to ensure participation in this new solution.

Director of Strategic Initiatives

Turvo Inc.

- Led a cross-functional team of ~25 peers to successfully execute the strategic roadmap for the CVP product track.
- Functioned as the go-to product expert, addressing internal and external inquiries, conducting training sessions, and steering product expansion initiatives.
- Actively engaged with carrier and broker customers, gathering valuable product feedback and market intelligence.
- Developed specification documents outlining project requirements for effective execution.
- Collaborated with engineering, design, and customer solutions teams to bring product releases to fruition. 
- Played a key role in defining and promoting the product vision internally and externally, contributing to the increased market visibility within the supply chain sector.

Product Manager

LYNX INNOVATION INC

- Led the end-to-end management of multiple projects concurrently, overseeing activities from manufacturing to final delivery, ensuring adherence to project metrics and budgets.
   > Executed and invoiced $9.3 million total client projects in Fiscal 2021
- Collaborated and managed diverse stakeholders:
   > Clients/Customers – Relaying project updates, tracking/shipping information, inventory levels, and 
     other customer service-related assistance.
   > Manufacturing Facility – Managing, directing, communicating, and collaborating to ensure projects 
     are on track with execution (project check-ins), providing shipping instructions, resolving disruptions 
     in production, and assisting with daily questions.
   > Account Executives (Sales) – Conveying project expectations, freight and sales quotations, project 
     lead times, shipping expertise, and project updates.
   > Project Development Managers (Research/Development) – Forecasting project milestones, develop 
     scopes of work for projects, and resolve production issues should they arise.
   > Domestic Warehouse (Distribution) – Managing, directing, communicating, and providing 
     distribution instructions for last mile domestic execution.
   > Internal Leadership – Contributing project updates to weekly project review meetings for all 
     projects I am executing.
- Negotiated with domestic and international freight providers for solutions that deliver projects in the fastest, yet cost effective and highest quality manner.
- Maintained control over inventory levels to align supply with demand, preventing shortages or excess stock.
- Prepared customs documentation for international shipping ensuring compliance.
- Facilitated financials for each project, including receiving purchase orders from customers, issuing POs to manufacturer in China, billing the customer upon completion of projects, and project profit and loss management.

Supply Chain Manager

Post Consumer Brands

- Coordinated inbound and outbound shipments for plants and distribution centers, optimizing carrier selection for cost-effectiveness. 
> Saved $58,000 in a single month at a plant following the implementation of an organization wide carrier change.
- Conducted analysis on spot market rates, ensuring shipments were moved based upon historical trends and current national averages. 
- Acted as a key liason across the last-mile supply chain, fostering seamless communication between plants, distribution centers, customers, and carriers. 
- Managed trailer pools at facilities, ensuring adequate carrier capacity for ready-to-ship product.
- Utilized Oracle TMS for load and order planning. 
- Ran metrics and generated reports for daily, weekly, and monthly meetings, presenting findings and insights. 
- Proactively addressed and drove actions for performance improvement of freight vendors through continuous monitoring of key performance indicators (KPIs).

Transportation Planner

Casey Jenkins is the Owner of Eight Twenty-Eight Consulting and a Fractional Chief Supply Chain & Operations Officer (CSCO/COO), partnering with product-based businesses to bring clarity, structure, and leadership to their operations.

With over 11 years of hands-on experience across manufacturing, retail, CPG, food & beverage, transportation, and technology, Casey specializes in identifying inefficiencies, building scalable processes, and developing operational strategies that drive real results. Her work includes leading more than 25 strategic projects, delivering an estimated $25 million in business value across various engagements.

Casey holds dual master’s degrees in Supply Chain Management and Project Management, along with a Lean Six Sigma Black Belt and PMP certification. She combines this deep academic foundation with industry experience to create practical, tailored solutions that align with each client’s structure, culture, and goals.

As an educator, Casey teaches at multiple academic institutions, speaks at industry events, and co-hosts a supply chain podcast focused on actionable insights and leadership in today’s evolving business landscape. She is currently pursuing a Doctorate in Supply Chain Management and Logistics, further reinforcing her commitment to continuous learning and industry advancement.

Whether serving as a fractional executive or providing short-term advisory support, Casey’s mission is to help businesses uncover inefficiencies, improve processes, and optimize operations from end to end. She brings a structured, intentional approach to identifying gaps, building workflows, and creating business systems that enable sustainable performance and long-term operational clarity.

Two Minute Topics - Episode 61. Today’s topic… INVENTORY VISIBILITY & TECHNOLOGY ENABLEMENT!
 
Ahh. Technology. It’s a hot topic in the supply chain world, but I think we can all agree that it plays a central role in the conveyance of information across parties, systems, and functional areas…especially for inventory management.
 
Did you realize that all of your tech stack will actually impact inventory? Yes, that even means your TMS. Bet you didn’t see that one coming! 😂
 
But, when you stop to think about it, all of the systems that an organization has to capture information, translate that information into useable data, and then communicate that data across the supply chain, are all systems that influence inventory and how it’s managed.
 
We’ll be breaking these concepts down further this week here on LinkedIn, so stay tuned!
 
Eight Twenty-Eight Consulting LLC

Casey Jenkins, MSCM, MPM, LSSBB, PMP

Supply Chain, Operations, & Process Improvement Executive | Educator, Advisor & Podcast Co-Host | Future Doctor of Supply Chain

Why is an end-to-end process perspective crucial in supply chain management? Well, think about this. Supply chain is not a linear activity, nor is it just made up of isolated functional areas. It’s actually a network of interconnected processes from upstream to downstream. 

We obviously live in a globally competitive environment that is also dynamic in nature. Viewing supply chain as a straight sequence or as separate operational silos blocks accurate understanding of how this dynamism moves through your network from end to end. Keep in mind that the linkages throughout your system creates propagating effects.

So, you have to be constantly evaluating; market presence, competition, costs, strategies, macro-level factors, what initiatives you’re executing, your network structure, risks… and then you have to adjust based on these factors. But you can’t adjust if you don’t have a comprehensive understanding of both your internal and external processes from end-to-end.

1. 𝗠𝗮𝗿𝗸𝗲𝘁 & 𝗖𝗼𝗺𝗽𝗲𝘁𝗶𝘁𝗶𝗼𝗻. How do different markets impact your operations. Look at both customer expectations and competitive behavior across regions. Also consider how your various market presences interact with each other.

2. 𝗖𝗼𝘀𝘁. You don't want your costs to exceed your profit. Nor do you want to see minimal returns. Consider cost from a total supply chain perspective; an inexpensive option for one component may lead to higher costs elsewhere.

3. 𝗜𝗻𝗳𝗿𝗮𝘀𝘁𝗿𝘂𝗰𝘁𝘂𝗿𝗲. This is a two part consideration. First, the structure and capability of your own supply chain. Second, the infrastructure in the regions where you operate and how well it supports customer demand. This includes transportation access, equipment availability, communication networks, distribution capabilities, and labor supply.

4. 𝗧𝗲𝗰𝗵𝗻𝗼𝗹𝗼𝗴𝘆. Integrated technology across a global supply chain reduces time and distance and enables coordination. But it only works if you have the right tools, the right data quality, and the right process structure to support clean information flow.

5. 𝗣𝗼𝗹𝗶𝘁𝗶𝗰𝘀 & 𝗘𝗰𝗼𝗻𝗼𝗺𝘆. These macro level factors include regulation, political stability, trade agreements, and currency movement. Each one influences cost and price behavior and may require operational adjustments.

6. 𝗖𝘂𝗹𝘁𝘂𝗿𝗲. Culture is often overlooked but it influences labor and consumer dynamics. This includes social norms, communication expectations, work practices, decision authority, and accepted business interactions.

These six factors do not operate on their own. Each one interacts with the others and influences how your network performs from end to end. Their impact also varies by product, industry, and region. The point is simple. When you evaluate your operations, these factors have to be part of that assessment. They inform how you structure processes, where you adjust, and how you align your supply chain with your broader business strategy.

Small business owners: did you know that project management principles aren’t just isolated to project executions?

Actually, in order to successfully execute projects*, project management principles need to be integrated into your business operations. 

(*When I say successfully execute, I don’t mean just the “get it done” mentality by “all means necessary” either…)

Project management principles are translatable into most operational processes, and having the project management mindset helps you to execute change efficiently, optimize resources, and keep daily operations on track.

So why should small businesses care about project management?

➡️ Clear Objectives and Timelines – In your daily operations, set specific goals for each task or department, and define deadlines. Having clear objectives keeps everyone focused and aligned, ensuring efficiency in every aspect of your business.

➡️ Risk Management – Anticipate potential risks in daily operations, such as supply chain disruptions, cash flow issues, or staff shortages. Using risk management techniques, you can proactively create contingency plans, minimize downtime, and avoid costly disruptions before they happen.

➡️ Resource Optimization – You’re working with limited resources, so project management principles help you make the most of what you’ve got. By mapping out your resources (time, money, manpower), you ensure that every team member, tool, and process is used effectively. This translates into maximizing productivity across your daily business activities.

➡️ Leadership and Team Building – Leadership isn’t just for the project manager. In your operations, project management principles encourage you to clearly communicate expectations, foster collaboration, and create a strong, unified team. This mindset helps you lead through any changes by ensuring your team is ready to embrace and drive the transformation.

➡️ Collaboration and Communication – In a small business, silos are a huge barrier. Project management principles ensure that communication flows seamlessly between departments, vendors, and stakeholders. Clear communication ensures smoother day-to-day operations and minimizes costly mistakes.

➡️ Continuous Improvement – A project management mindset means always looking for ways to improve. Is there a bottleneck in your order process? Are your team’s daily tasks inefficient? Project management helps you spot those inefficiencies, apply solutions quickly, and build processes that get better over time.

➡️ Strategic Execution – Every business operation should align with your overarching business goals. Applying project management principles to daily tasks ensures that everything you do is strategically aligned with your long-term objectives. 

Implement these principles in your daily operations, and you’ll see your business function more efficiently, adapt faster to change, and continually improve.

In today’s dynamic market, aligning supply chain strategy with overall business strategy is crucial for achieving growth and competitive advantage. 

“A business strategy is a plan for the company that clearly defines the company’s long-term goals, how it plans to achieve these goals, and the way the company plans to differentiate itself from its competitors (Sanders, 29).” 

“Supply chain strategy is a long-range plan for the design and ongoing management of all supply chain decisions that support the business strategy (Sanders, 29).” 

When supply chain operations are integrated and aligned with the overall business strategy, organizations can ensure that supply chain activities and decisions support broader business objectives. A well-aligned supply chain strategy enables companies as a whole to swiftly respond to market changes and disruptions, mitigating risks and capitalizing on new opportunities.

“To maintain competitiveness, companies must design their supply chains to be aligned with their business strategy, to satisfy the needs of the customers, take advantage of the company’s strengths, and remain adaptive (Sanders, 29).” The goal of a supply chain is not to mimic competitors or only focus on cost-cutting. Instead, it should be designed and positioned as a support to the overall direction that the business is headed. This also feeds into the functional areas within the organization. As I often preach, a business is a system acting in a hierarchy. The overall business strategy sets the direction the company is going. Everything beneath it should be working to achieve that strategy, including the supply chain from both the strategic and executional levels.

“SCM must take a total systems viewpoint. SCM must ensure that the needs of final customers are satisfied through the coordination of materials and information flows that extend from the marketplace, through the firm and its operations to all its suppliers (Sanders, 10).” This total systems viewpoint is essential for aligning and optimizing every link in the supply chain. “First, it spans and integrates functions and processes within the enterprise, called intraorganizational coordination. Second, it spans and integrates functions and processes between enterprises of the supply chain, called cross-enterprise coordination (Sanders, 10).” By embracing both intraorganizational and cross-enterprise coordination, organizations can enhance operational efficiency, reduce redundancies within partnerships (increasing synergistic value), and deliver greater value to the customer base.

Taking a holistic approach isn't just a buzzword. Systems thinking isn't just a concept or theory. It's reality, and it reinforces that every aspect of the supply chain is integrated.

-----
Reference: Sanders, N. R. (2021). Supply Chain Management: A Global Perspective. Third Edition. John Wiley & Sons, Inc.

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