Do you need a Director of Procurement, Deputy Director or a Senior Manager of Procurement?
I’ve led Procurement functions for the largest DoD contractor, Lockheed Martin, for over 24 years. Managing over $2 billion in procurement base, savings are over 18% year over year … on-time delivery of 99.7%...
Over the years I’ve handled the spectrum of procurements from component parts to fully integrated helicopters; developed and implemented procurement policies, regulations, standards, processes and procedures; and served as expert advisor on acquisition matters.
Although I’m far more interested in a fine organization and an intriguing challenge than merely in money, you should know that in recent years my total compensation has been in the range of $145,000 to $230,000.
1985 to 2009 LOCKHEED MARTIN SYSTEMS INTEGRATION
(Acquired Loral Federal Systems–Owego, 1996)
(Acquired IBM Federal Systems–Owego, 1994)
Owego, NY
During my 24 years with the largest U.S. defense contractor, I have progressed from Associate Buyer through increasing buyer roles… to Contract Administrator… to Manager of Subcontract / Contract Operations… to Senior Manager of Subcontract Program Management / Supply Chain Management. As a strategic and process oriented executive, I have substantial demonstrated experience in Supply Chain, Materials and Lean Manufacturing management.
Strategic Sourcing • Supplier Relationship Management • Negotiations Contract Management • Project Management • Schedule Management Procurement Operations • FAR • DFAR • SOX • ITAR • CPSR Audit C-TPAT • Systems Analysis • ERP Expertise • Lean Manufacturing Risk Management • Small Business Admin • Compliance • CPIM • CPM
2009 SENIOR MANAGER, SUBCONTRACT PROGRAM MANAGEMENT /
SUPPLY CHAIN MANAGEMENT – VH71 PRESIDENTIAL
HELICOPTER & GROUND VEHICLE SYSTEMS PROGRAMS
Customers: Army, Marines, International MoD
Subcontracts: VH71 - $2B (2 Suppliers); Aircraft
Ground Vehicles $100M (30+ suppliers); Automotive
components and assemblies
# Managed Employees: 14
Recruited for process and compliance experience, I was promoted to Senior Manager of Subcontracts on the Presidential Helicopter Program. Tasks included management of the $1.5B aircraft subcontract and enforcement of subcontractor account compliance.
Account compliance was achieved within the first few months by instituting key performance indicators for compliance and subcontractor performance, interpreting / implementing and enforcement of procurement policies and regulations and increasing personnel awareness.
In June 2009, the Presidential Helicopter program was terminated. While organizing the stop work / termination efforts to over 100 subcontractors, I served as procurement consultant and advisor, providing advice to senior leadership, by applying lessons learned, legal counsel reviews and coordination with program office.
Due to the termination, personnel consolidations and layoffs (~25%/1000) occurred across the company. Subcontracts support for the Presidential Helicopter and Ground Vehicle Systems Programs were merged. Focus shifted to amphibious vehicle proposal efforts for Spain (~$1.5B) and the Marines (~$2.3B). I led the development of sourcing strategies, program goals, subcontract management plans, statements of work and proposal strategies.
’06 – ’08 MANAGER, SUBCONTRACT PROGRAM MANAGEMENT /
SUPPLY CHAIN MANAGEMENT – GROUND VEHICLE, DIGITAL
BATTLEFIELD & DISTRIBUTION PROGRAMS (2ND LINE MGR)
Customers: DoD, MoD – UK, Postal Service, Commercial Automotive
Subcontracts: +$1B (200+ suppliers); Electrical / Mechanical
Components and Assemblies, Software, Automotive
# Managed Employees: 60+ (Subcontract Program Mgrs and Buyers)
Appointed as 2nd line Subcontracts Manager, I supported the Ground Vehicle (new business area for company), Digital Battlefield and Distribution Programs. My duties included the establishment of the Ground Vehicles Sourcing Staff, Proposal Support, Sourcing Strategies, Subcontract Management Plans, Subcontracts Financial / Schedule Management and Risk Management while maintaining FAR, DFAR, ITAR and SOX compliance.
By hiring experienced professionals from the automotive industry, cost engineers, procurement engineers, subcontract program managers and subcontract administrators, I staffed Ground Vehicle Subcontracts. Leading the subcontract efforts with this staff, achieved a win of the focus Ground Vehicle program (JLTV) where over 80% was subcontracted.
Aggressive delivery schedules, complex technology developments, diminishing manufacturing sources, customer funding and cost growth were all risks mitigated through my use of negotiations, establishment of key performance indicators, use of lean initiatives (PKO, TKO, RBAT, Kaizen) and supplier relationship building. The outcome resulted in customer on-time delivery improvement from 94% to 99.7% and a year over year 18% cost savings. For a $250M+ corporate focus program at risk of termination due to subcontractor performance and funding issues, I led the subcontract mitigation achieving delivery with a $5M reduction.
Awards - ‘Excellence in Management’ honor for demonstrated ability to develop a climate of motivation and participation; ‘Qualified Program Management Professional’ status.
‘03 – ‘06 MANAGER, SUPPLY CHAIN MANAGEMENT – SYSTEMS & OPERATIONS
(2ND LINE MANAGER)
Customers: Subcontracts, Manufacturing, Production Control, DCMA, DCAA
# Managed Employees: 35+ (Mgrs, Cost Engineers, Cost Analysts, Compliance
Officers, Small Business Admin, Programmers)
Recognized as the technical acumen for contract / subcontract processes and regulations, I was appointed as 2nd line Manager for Supply Chain Management – Systems and Operations responsible for systems, processes and data integrity for the Supply Chain Management organization. The challenges included rising cost of aging systems and maintaining process compliance.
I led system analysts, programmers, and supply chain personnel in the design and implementation of a ‘Paperless Automated Purchase Requisition’ application replacing the legacy systems (increased data integrity and productivity, decreased operating costs and cycle times). In parallel, implemented SAP to the manufacturing area.
During this period, I directed and participated in several successful audits and evaluations. These included Contractor Purchasing System Reviews (CPSR), C-TPAT, Incurred Cost, Sarbanes Oxley, Sales Tax, ISO, Diversity Maturity Model, CMMI, Best Practice Assessments, Contingency Planning Team, SAP gap analysis and customer audits.
’98 – ’06 SMALL BUSINESS LIAISON OFFICER (SBLO)
As SBLO, I spoke at events sponsored by NAVAIR, NY Homeland Security, Senator Clinton, Small Business Development Centers, etc., promoting subcontracting opportunities. I established policies and goals advocating small business which resulted in increased woman-owned, disadvantaged and veteran-owned small business procurement placements by $1M over the period.
Award – ‘Performance Award’ for leading effort on New York Small Business Conference co-chaired by Senator Clinton.
‘96 – ‘03 MANAGER, SYSTEMS / BUSINESS CONTROLS - PROCUREMENT
Customers: Contracts, Asset Management, Subcontracts, DCMA, DCAA
# Managed Employees: 22 (Cost Engrs, Financial Analyst, Sourcing
Compliance Officers, Small Business Admin, System /
Process personnel)
As subject matter expert in Contracts / Subcontracts, I was promoted to management. Chartered to provide timely and cost effective operational services to Contracts and Subcontracts, I restructured the processes, tools and procedures.
After having transitioned from IBM to Loral to Lockheed Martin, procurement processes and procedures required realignment. Together with corporate teams, I developed and established an updated corporate wide set of procurement procedures. Likewise, processes and tools were developed that reduced cycle time, improved data integrity and enabled ‘buyer-less’ transactions. These included: Common Contract/Finance Data System; Electronic Catalog; Sourcing Data Warehouse; Critical Parts Management System; and a P-Card program.
Awards – ‘Change Agent’ by Owego site and ‘Sourcing High Performer’ by Electronic Sector.
’91 – ‘96 CONTRACT ADMINISTRATOR
Customers: Army, Boeing Helicopter, Sikorsky Aircraft, CAE Link
Contract Value: + $300M, Integrated Avionics Cockpit System
Responsibilities included the contract management and negotiations of actions ranging from engineering development to production build to repairs. I negotiated customer contracts accumulating to over $300M. Profits margins increased from 8% to 14%. Receivables reduced from 45 days to 31 days. Proposal cycle times reduced from 60 days to 40 days.
I identified contract process inefficiencies and implemented several productivity improvement tools. These tools included an online contract information system, a profit analysis tool and an on-line FAR / DFAR tool.
As a 6 month special assignment to the Director of Contracts, I returned to Subcontracts to address a program’s subcontractor issue which jeopardized the customer schedule. As a result, I negotiated and placed subcontracts achieving on-time delivery while reducing the cost by 15% ($8M).
Award – ‘IBM Quality Award for Innovation’ for FAR/DFAR tool.
’89 – ‘91 SENIOR SUBCONTRACT ADMINISTRATOR
Subcontracts: $15M (10 suppliers)
Subcontracted Items: ASIC Development devices / hybrid modules
I was assigned as Group Leader and Compliance Auditor for Component Procurement. Responsibilities included interpreting and implementing procurement policies, regulations, and developing operating procedures along with Subcontract Administrator roles.
In addition, I was accountable for subcontract planning, implementing, and coordinating of the developmental and new business program activities on Space Station, A12, F15VHSIC and F16. To handle dynamic proposal exercises, I established an electronic pricing data collection methodology that provided timely data to customers, reduced procurement / supplier follow-up and improved data integrity.
Award – IBM Marketing Symposium for demonstrated ability to manage Intel Corporation in development of ASIC chips.
‘87 – ‘89 SENIOR BUYER
Subcontracts: $10M (10+ suppliers)
Subcontracted Items: OEM Hardware / Software, Array Processors,
Development of RF Microwave and ASIC Devices
Responsibilities included negotiation and administration of licensed software packages, array processors and OEM hardware. Challenged by the volume of OEM purchases, I established corporate OEM discount agreements achieving a 40% discount. Improved incoming supplier quality by 21%, improved supplier on-time deliveries by 18%, eliminated need for incoming inspection with 28 suppliers (out of 45), through usage of six-sigma techniques.
‘85 – ‘87 ASSOCIATE BUYER
Subcontracts: $5M+ (100+ suppliers)
Subcontracted Items: MRO, Service Agreements, On-site services,
packaging, raw materials, software, computer hardware
Responsible for procuring raw materials, packaging materials, maintenance services, capital equipment and software. Software buying included the administration and negotiation of data rights licenses. During this time, I also led a lean initiative which resulted in the reduction of raw material inventory by over $6M, reduced the raw material supplier base by 40% and reduced cycle time by 34 days.
OTHER QUALIFICATIONS:
- Qualified Program Manager by Lockheed Martin Corporation
- Certified Green Belt by Lockheed Martin Corporation
- Certified Purchasing Manager (CPM) by Institute for Supply Management
- Certified Production and Inventory Manager (CPIM) by American
Production and Inventory Control Society
- DoD Top Secret Clearance
EDUCATION: MBA, Supply Chain Management, Michigan State, 1985
BS, Computer Technology, Purdue University, 1983
PERSONAL: Born January 30, 1961
Divorced, 2 children
6’, 180 lbs |
