VICE PRESIDENT / DIRECTOR OF PROCUREMENT SUPPLY CHAIN
Strong Breadth & Depth of Experience to achieve peak performance in an Organization
Highly analytical leader with transformational skills and multi-cultural background. Global experience in the United States, Europe, Asia, and Latin America. Experienced in strategies / negotiations. Demonstrated leadership in creating / reorganizing global purchasing functions in complex / developing markets with a strong emphasis on team building / continuous improvement. German language experience. Competencies include:
" Strategic Operations Planning
" eCommerce Applications
" Global Commodity Management
" Integrated Logistics Management
" Near Shore - Insourcing / Low-cost Country Sourcing / Systematic Cost Reduction
" Leadership, Coaching, Collaboration, Mentoring
" Supplier Quality (SQA)
" Startup, Merger, Acquisition, Bankruptcy
IBM Watson 2014 -
(Recently acquired by IBM Watson Truven is a Big Data/IT provider of healthcare information, predictive analytics & consulting. Truven provides customers with cloud based tools and data to improve healthcare quality and access, as well as reduce costs utilizing lean principles based on Toyota Operating Systems)
Director Purchasing and Supply Chain
Reporting to central procurement created a new center led organization leading Medical Production and Indirect Procurement in a QMS / ISO / FDA regulated environment. Within a Greenfield Opportunity develop strategy within multiple business groups forged from acquired / disparate entities.
" Created teams & interdivisional strategy across business driving savings across teams/locations
o ( Savings Year End 2018 9.7% & 2017 - 10.1% to 14.3% depending on commodity )
o Initiatives include: IT, Facilities (Maintenance/New office build), Travel, Marketing, & Finance
" Consolidated team across 3 international regions commonizing process, systems & support within IBM
Plymouth Rock, LLC Operations Supply Chain Consulting &.&&& 2010 - 2014
Reporting to owner leading teams contracted to engage / contract lead / directed supply chain teams in Manufacturing and Information Technology in transplants, start-ups, and bankruptcies in multiple industries.
(Engaged sourcing teams contracted in multiple production / indirect ( MRO ) commodities reducing cost in supply chain Manufacturing, Assembly, IT, in transplants, start-ups, & bankruptcies in multiple industries.
Sr. Director Supply Chain Practice Lead
Automotive Chemical industry private equity spinoff: ($1.1B) - Embedded within IT developed transitional strategy for IT agreements from former parent to new entity. Saved $5.9M.
Retail IT Provider to Consumer Web / Big Box ($1.5B entity, 2nd largest) Retained by SVP of Operations to engage the supply chain group.
" In declining operations delivered programs over target with 159% operational savings via resourcing, improved cash flow & payment practices in a pre/post-bankruptcy environment.
" Enabled CI initiative reducing operational costs resulting $2M savings, & $250K CI improvements
" $1.5M IT Reduction project spend & $410K change in equipment initiatives
Government - 8th Largest US County: ($2B entity) - Advising the CIO embedded in IT to evaluate county Financial & Procurement process and systems.
" Procure to Pay Sys, Gap Analysis, Intro-Industry Practice, Process Map-$7M SW deploy - Saved $850K.
ZELEDYNE GLASS OPERATIONS, LLC Automotive Bankruptcy &2007-2010
(Until its bankruptcy a privately held multibillion-dollar glass producer with operations at multiple sites in North America. Headquartered in Allen Park, Michigan. This is a carve out operation - former Ford/Visteon Glass)
Created a multi-plant procurement with a team of 26 focused on strategic sourcing initiatives while reporting to the Vice President Supply & Logistics. Developed team from a start-up organization mentored buyers/agents responsible for Direct & Indirect Material, Services, & Capital across a $650M supply base.
Team Development, Start Up Operation, Developed Strategy & Successfully Deployed ERP System
" Developed team, 5% under budget, to leverage multiple commodities resulting in $11.1M in savings the first year of operation producing product to automotive, DOD, DCAA, & D FAR requirements.
" Delivered on time simultaneous ERP deployment of QAD - MFG Pro in 4 plant start up for production. This included the EAM module for in-plant blue collar MRO spend.
" Coached buyers in key negotiation strategies for Energy, Sand, Soda Ash, Vinyl, & Transportation resulting in an additional $3M in savings into 2009.
" Initiated travel strategy leading to 18% reduction in car rental spend, 7% reduction in air travel spend in a major city hub for 2010 & hotel reduction of 10% in top city pairs.
" Created Indirect Strategy & 5S Indirect Materials strategy resulting in reduction of supply space requirements & removal of discontinued ancillary product. Returned $5.5M ( cash ) from inventory reduction & generated supply chain savings of $556K out of $10M in spend.
GKN SINTER METALS 2006-2007
(Until its restructuring a $1.1B division of the GKN PLC. an 8¬ Billion global supplier with 30,000 employees providing products for aerospace / defense, off highway, & driveline applications. Sinter Metals is the $1.1B division of GK. Sinter operates globally in the Tier 1&2 environment supplying conrods, bearing caps, transmission carriers, & other industrial products)
Vice President Supply Chain Americas
Reporting to the President of Sinter N. America with a matrix relationship to the Global Procurement Director, consolidated & coached professional staff of 55 responsible for Direct & Indirect Materials, Supplier Quality Assurance, & Materials Planning / Logistics. Responsible for Supply Chain groups across 20 plants in Canada, Argentina, Brazil, & the United States. The combined annual spend was $750M.
Direct & Indirect Materials Procurement
" Restructured Supply / Chain Group by transforming organization from tactical plant based buying teams to a center-led procurement group focused on key commodities in Americas.
" Established commodity based procurement delivering savings 25% over budget 2006. Eliminated $1.1M deficit to budget. Doubled the savings goal for 2007.
o Coached multi-business unit buying teams in Integrated Supplier effort delivering $1.2M in savings & a budget / headcount reduction of $250K.
o Initiated programs to improve delivery of product under DOD, D FAR standards.
o Mentored buyers and quality team to championed bulk pack recycling program netting $1.4M in program savings, program nominated for corporate green ( environmental ) award.
" Top graded professional staff netting improvements via staff reduction 12% & reduced budget $325K.
Supplier Quality Assurance Realigned SQA with Plant Quality
Standardized roles & responsibilities within SQA & Quality by changing tactical focus of SQA.Created greater focus on supplier development, Continuous Improvement ( CI ), & VA/VE resulting in:
o Reduced supply base by 15% in 2006.
o PPMs reduced from 825 to 450.
o SQA has a new $1.5M VA/VE goal for 2007.
Logistics & MP/L
Reduced the Logistics group by 50% utilizing reorganization with better utilization of our 3PL.
o Obtained cost reductions of $1.2M for 2007 from 3PL provider via bid & CI events.
" Reduced plant inventories 14% improving plant inventory turns.
" Initiated supplier payment terms change which improved cash position by $31M over goal of $65M.
TI AUTOMOTIVE ( BUNDY TUBE ), Warren, MI ..............................2004-2005
(A Tier 1 & 2 Automotive Supplier fluid carrying systems with revenues of $2.4B and 32,000 employees. They supply a variety of systems supplying fuel & fluid tubing, HVAC modules, fuel delivery, and refrigeration. TI also hydro-forms parts through their Vari-Form division)
Direct recruited to team reporting to the VP of Global Fluid Carrying Systems, managed team for Indirect Materials, Capital, & Logistics in Mexico, Canada, and the US responsible for creating strategies in the center-led supply chain group on a regional & global basis.
Created comprehensive change in Supply Chain Management, Logistics Management & Supplier Quality.
" Collaborated with BUs creating center-led N. American purchasing of indirect material & services.
o Established cross functional teams targeted & reduced material cost for selected commodities 20%.
o Achieved 6% ( $11M ) savings in 2005.
" Led sourcing activities in low cost countries achieving cross plant standardization of product, leverage of spend & savings within commodities of 5.1 to 10.1%.
" Developed global logistics concept with regional savings of up to 25%, bid resulted in savings of $2.1M.
ARVINMERITOR ( ROCKWELL )&&&&&&&&&&&&&&&&&&&&&& 1998-2004
(A $8B Tier 1 supplier with 31,000 employees, 125 plants in 25 countries. They supply products for the heavy vehicle ( truck / trailer ), light vehicle ( pass car ) & aftermarket support)
Global Manager, MRO, Capital, & Services 2001-2004
Reporting to Sr. Director of Administration, managed group of 10 direct & 25 indirect, responsible for global strategy for indirect spend totaling $1.3B in annual purchases. In a newly merged organization transitioned Indirect Group globally leveraging spend in multiple commodities within MRO, Capital, & Logistics.
" Initiated global strategy & roll out of eCommerce applications during merger including standard processes, vendor managed inventory ( VMI ), eBidding, eRFQ, eRFI, & eCatalogs.
o Launched eProcurement for blue collar orders reducing administration & headcount.
o Media Recognition Collaborated with business units leading team to first hosted on line auction with Covisent gaining ARM global recognition in Fortune Magazine feature article.
" Outsourced staffing initiated a bid for integrated supplier for $54M for 8 heavy truck plants.
o Saved $4.2M in first & second year. Reduced plant inventory & returned $7M in cash to business.
" Deployed to Europe - Mentored, coached, and led international team bringing centralized systems, processes, & procedures to procurement in Europe.
o Resulted in on time consolidation of procurement from 24 plant sites to Amsterdam.
Manager, Process Improvement, 2000
Manager, Process Development 1999-2000
Sr. Buyer / Supervisor, Brighton, MI - Roof Systems Plant 1998-1999
BLUE CROSS BLUE SHIELD OF MICHIGAN, Sr. Buyer / Group Leader&&&&&&&&&&&&.1989-1998
" Media Recognition Buyer of the Year MMBDC ( Michigan Minority Business Development Council )
EDUCATION / CREDENTIALING
MBA / DBA, Lawrence Technological University, Southfield, MI
Lifetime Certification, Certified Purchasing Manager, NAPM
BSBA, Wayne State, Detroit, MI., Financed 100% of college expense
Institute of Supply Management Southeastern Michigan Board Director 1997-Present
" Institute of Supply Management Southeast Michigan Economic Survey 2004-Present
o Reinstituted survey 2004 ( used by Federal Reserve as leading indicator )
" Changed professional development program to increase commodity education.
" Education / Learning Person of the Year 1999.