Assisting associations with zeroing in on incorporating flexibility and supportability into their supply chains to alleviate disruptions and trade instability

Directed supply chain integration of new acquisition Summit ESP to ensure seamless operation and compliance with company policies and Sarbanes Oxley requirements. Led implementation of Summit ESP artificial lift ensuring alignment with organizational objectives.

Managed country team of 65 across 3 provinces, with responsibility for $450M operating budget and $110M in inventory. Directed supply chain strategy and operations to ensure alignment with corporate goals. Ensured audit compliance; negotiated cost savings with vendors. Led downsizing initiative required by economic downturn. Downsized slow-moving inventory, working with other country managers on transferring excess/obsolete categories to Netherlands crossdock, reducing country inventory from $70M to $27M. Consolidated country procurement operations to capital city Luanda, significantly cutting order cycle time for faster deliveries. Reduced average import/export days from 45 to 18 by negotiating shorter lead times and faster approval with Angolan port officials and freight forwarders.

Led supply chain operations for three field camps with staff of 45 and oversight of $110M+ in inventory. Directed key education initiative to train local staff on proper material handling. Conducted wall-to-wall inventory counts and implemented cycle counting processes with non-secure inventory. Ensured satisfaction for internal customer on purchasing, inventory levels, reorder points, sales order reconciliation, inventory counts, and delivery. Coached local talent to replace expatriate managers. Boosted inventory accuracy from average 65% to over 97% through more effective cycle counts. Led first country materials management training for local staff, training 98% of Angola staff in basic materials management.  Cut country inventory from $110M to $70M to align with country needs, initiating process to create central, global storage facility for excess/obsolete inventory in Netherlands.

Led team of 3 in global procurement and allocation of guar gum for fracking operations. Responsible for $500M in guar inventory and $145M in artificial lift inventory. Built and cultivated relationships with vendors and internal customers to drive quality pricing and trust. Collaborated in acquisition and integration of Halliburton's first artificial lift material through Summit ESP merger. Collaborated with category managers worldwide to consistently meet all guar needs without drilling interruption.

Directed daily procurement and delivery of materials across Halliburton operations in 5 northeastern states, managing 48 employees, $400M in annual budget, and $78M in inventory. Focused on strengthening regional supply chain operations bench strength. Collaborated with 3rd-party logistics companies to speed delivery. Member of area diversity/inclusion group. Expanded vendor base from 1 high-charge carrier; negotiated standardized charges to cut accessorial fees by 50%. Gained $48K reimbursement for earlier false stop charges. Cut global spend by 20% on largest purchase item, drilling sand, saving millions of dollars through effective vendor negotiations. Consistently managed operations at 15% under budget; saved $14.2M through strategic vendor re-negotiations.

Managed cross-functional materials team of 35, with $120M inventory authority for 5 northeastern US states. Oversaw cycle counts, ensured Sarbanes Oxley compliance, aligned inventory with actual operational needs. Reduced chemical inventory by $25M, cutting 65% from excessively large stores by imposing strict vendor delivery accountability to ensure on-time delivery based on historical job lead times and eliminate need for surplus. Reorganized inventory data, training staff in managing part numbers to support more accurate materials management. Won 4 "Most Valuable Player" awards for outstanding performance and innovation.

Oversaw purchase and distribution of supplies and chemicals to field operations, leading team of 23 in materials, warehouse operations, sand coordination, and chemical facility operations. Managed $10M on-hand inventory with average turn rate of 15.2 on $6.75M, and annual inventory consumption of $135M.  Achieved 9.2% increase in turn rates and 50% in inventory turns with no business interruption; negotiated $800K savings with key vendors.