Successful executive procurement leader delivering sustainable cost reductions and rigorous control through measurable scorecards, improve advance sourcing lifecycle activities through design and transformation of supply chain organizational structure to create a competitive advantage. Senior level Procurement experience in strategic sourcing programs to influence regional and global volume is properly leveraged in over 80 countries, accountable for $1.5 billion (bb) in cost of goods, and non-COGS. Demonstrate focus on implementing total cost of ownership (TCO), and bridging both the internal business intelligence with market intelligence.
Accelerate procurement cost impact to the business to improve EBITA. Skills encompass:
-Strategic Sourcing Methods
-Should Cost Models
-Rationalization Programs
-Quality Control Changes
-Budget Development
-Direct & Indirect Materials
-Program Management
-Corporate Turn-around complexity
-E-Procurement
-Supply Augmentation
-Value Analysis/Engineering
-Financial Compliance/Governance/Scorecards
-TCO / Life Cycle
-Change Management
-Should Cost Modeling
CONTRIBUTIONS
Identify sourcing opportunities. Value the importance of individual contributions as well as team camaraderie. Achieve 8% cost reduction year after year on indirect material and 5% direct material.
Cultivated new global sources in Low Economic Countries, established long-term supplier agreements and alliances, achieving substantial value improvements and 8% raw material savings. Experience outsourcing in Asia, Europe, Middle East and Africa (EMEA), Americas. Develop quality improvement programs, reducing non-conformance by 30%.
Achieve savings through Should Cost Modeling, drive reduction through utilization of clean-sheet cost modeling by detailing cost drivers: collection of statistical data, consumer labor reports, regional unemployment and wages, raw material value chain and its weighted average, overhead, and freight. This fact based process resulted in a 20% reduction in MRO cutting tool material segment and validated through market basket approach.
CAREER TRACK
EXECUTIVE VP STRATEGIC SOURCING CONSULTANT AUGUST 2009 - Current
Lead Strategic Procurement Consulting Services: include global teams and projects to contribute to significant improvements in clients cost reduction goals in various business environments. Work with key business stakeholder, to optimize and align objectives. Install sustainable methodology and repeatability through training..
Re-engineer procurement and supply chain functions to improve customer focus and competitive advantage.
Implement supplier partnership programs that provided competitive advantage while ensuring premium quality supply and a reduction of total system costs by utilizing open book and cost unbundling strategies.
Both strategic procurement and operations experience in demand planning, manufacturing, transportation, and recycling with profit and loss accountability.
Specialize in procuring raw materials metals/resins, outsourcing, general and administrative services, packaging, ingredients, chemical, electronics, various commodities, indirect material, capital equipment, and services
Market strategic procurement capabilities and make sales calls; develop project budgets
Deliver material cost savings for Private Equity firms to create a competitive advantage (100sMM)
Develop strategic commodity sourcing plans and scorecard (KPI).
Develop strong customer relationships and continue to obtain repeat business.
Train strategic procurement sustainability, repeatability and reliability.
GLOBAL DIRECTOR OF PROCUREMENT MARCH 2006 TO AUGUST 2009
Redesign purchasing organization with internal stakeholder collaboration by transforming from tactical administrative process to strategic category management function. Develop and implement outsourcing programs for global alignment in automotive, heavy-duty truck, defense, aerospace, and packaging industry. Manage direct, indirect expenditures of $1.5 Billion. Develop multi-year contracts to include commodities, assemblies, and indirect / non-cost of goods sold. Achieve 5% cost reduction in three consecutive years. Cost avoidance from copper adjusters in millions by using strategic cost transfer approach.
Working with key business partners, develop global sourcing and supply chain initiatives.
Streamline purchasing organization in Asia, America(s) & EMEA (strategic role) and developed two service centers, South America & East Europe (Transactional role). Align local, regional, & global sourcing activities (center-led).
Utilize should cost modeling and market basket sampling to create strategy cost reduction.
Lead supplier brainstorming program, 75 projects generated $72MM opportunity achieve $22MM in savings (2%).
Ensure adherence to ITAR, FAR & DFAR regulations
Optimize and implement specific policies and procedures supporting alignment of corporate goals and objectives.
Develop scorecard metrics and traceability to align purchasing savings with verification approval with finance.
Report PPV changes for each P&L cost center on a monthly basis (structural, punctual, cyclical, capital savings).
Develop guidelines to reduce suppliers financial risk & liability.
Partner with management in each business unit division and function in support of their business objectives.
Develop and maintain ongoing commodity supplier scorecards.
Develop and solicit RFIs, through material segmentation, component categorization in development of strategies.
Drive financial governance and compliance to Sarbanes-Oxley (SOX) requirements.
SR PRINCIPLE PRACTICE SOURCING LEADER OCTOBER 2003 TO MARCH 2006
Develop client base and develop restructure indirect purchasing organization to support travel services, outsourcing, capital equipment, tools & die global sourcing initiatives. Implement best practices, train client category buyers to conduct supplier workshops, clean sheets, market basket, e-RFP and supplier risk assessment. Serve on the global purchasing council to provide recommendations to create departmental training programs, material segmentation, program linking and overall bundling.
Client I: XXXXX
Categorize materials: fluid systems, power-Train and manifold intake (metals, fabrications, castings, tubes, plastics, injection molded items, chemicals, compound commodities, capital equipment for HVAC Assemblies
Introduced strategic 7-step sourcing process, portfolio spend management, analysis and risk management.
Developed commodity approved supplier list (ASL) to improve cost, quality, services, innovation, and manufacturing.
Develop RFP for paint assembly equipment, HVAC equipment and machine tooling.
Develop strategic plans to support LCC sourcing (China & Korea). Structure and bundle cost reduction programs.
Developing processes in cross function team approach to support strategy and drive cost during design phase.
Create product price variance (PPV) report tracker, statement of work (SOW).
Global direct and indirect material expenditures $900MM
N.A. team cost savings 5% of expenditures on strategic commodities. Indirect materials savings 8%.
Lead formal negotiation training. Introduce best practices and creative strategies.
E-auctions on Capital Equipment components and advised on tooling strategy. Sourced tools to LCC (China & Korea).
Spend $340M. Introduced warranty initiatives to insure advance funding plan for capital equipment & tooling.
Cost Avoidance $3.2M in three months.
Client II: XXXXX
Development of a new, streamlined strategic sourcing process and function for this $13.2B OEM of car refinishs, the largest supplier of coatings in the world. Development of global contracts and economies of scale- Resins, Pigments and Chemical (Isocyantes), Waxes, Solvents, and various commodities (packaging, cans, plastic bottles) for cost avoidance/savings and environmental risk management plans.
Develop procurement policies and procedures to ensure strategic process in the US, South America, Asia, and Europe, which reduced cycle time by three days. Improve Logistics and distribution centers inventory control process.
Manage risk of purchasing modules during SAP launch.
Identify 5% supply rationalization and 10% cost savings for specific commodities.
Administer $420M of which $220M in material expenditures for (70% raw material, 20% indirect, and 10% MRO).
Train team to negotiate and prepare of negotiation through six-sigma.
Implement innovative strategies and VA-VE programs that generate over $12.6M in cost savings in nine months.
Implementation governance to meet QS9000/TS16949 requirements.
Institute national lease car fleets and maintenance rate. Forecast scheduled cycle maintenance based on miles.
Cultivate supply contract parameters for all strategic sources. Reduce nonconformance by a target of 10%.
SR. GLOBAL PURCHASING MANAGER SEPTEMBER 2000 TO OCTOBER 2003
Involved in a start-up JV, develop strategic purchasing function for a Tier 1 company (Grammer - Magna Seating). Developed in a centralized purchasing organization, administer overall procurement strategies for component and complete seat assemblies, ensuring on-time production launch. Manage purchase of $13.4M in tools, including progressive, transfer, line dies, cutting boards, injection mold, and blow mold; controlled a budget of $180M for components, (5%) indirect, (15%) plastics, (65%) metal, and (10%) leather, (3%) cloth, and (2%) foam). Lead negotiator on key commodities, both locally and internationally. Prepared SOWs establishing expectations (PPAP, DINS, SQA, PPM, APQP) for suppliers in the US, Mexico, Canada, Germany, Japan, and Turkey. Support technical reviews.
Reduce process time by two days by assessing customer requirements, current conditions, and process optimization.
Participate in strategic cross-functional teams that spearheaded change management initiatives.
Develop, document, and enforce policies and procedures, reducing cycle time from two weeks to one week.
Work with the quality assurance director to reduce non-conformances (improvement by 10%) achieving 92%.
Achieved cost savings of $14.68M or 8%.
Implement kanban on inventory service components and MRO warranty items. Optimize inventory (pull, push logic).
ADVANCE CHEMICAL SOURCING BUYER SEPTEMBER 1999 to SEPTEMBER 2000
AUTOMOTIVE O.E.M.
New Program Introduction
PRE-PRODUCTION BUYER MARCH 1992 to SEPTEMBER 1999
AUTOMOTIVE O.E.M.
New Product Introduction
ACADEMIC AND PROFESSIONAL CREDENTIALS
M.B.A., (3.78 GPA)
B.A., Economics and Communication:
Professional Development:
Negotiation & Strategy; Bottleneck Management; Injection Mold Tooling Cost Analysis; Shop Floor Management; Kaizen Training & 5S; Project Management; Negotiation Methods; Law & Negotiations; Economic Market Commodity Projection; Anti-Trust Law; Health, Safety & Environment Laws & Regulations; Six-Sigma
Member: Institute for Supply Management (ISM)
Computer Skills:
MS PowerPoint, Excel, Word, MRP, SAP, Oracle, Outlook, Lotus
Other Skills
Spoken languages: English (Fluent); Croatian (Fluent) ; Bulgarian (Conversational); Czech (Conversational) |
