Responsible for all chemical and packaging supplier for all clinical studies being conducted by the Cell and Gene Therapy Division of Novartis from supplier agreements to negotiating pricing and tracking performance such as OTIF-on time in full.

Responsible for all purchases of chemicals for $85 million revenue plant located in Toronto, Canada. With over 600 line items purchased, much complexity exists which requires all my supply chain and relationship management skills in functions ranging from quality compliance, FDA, strategic sourcing, and contract manufacturing Project Management. .

Responsible for all global chemical strategic procurement of API's and Actives for McNeil OTC and Consumer Products Division of Johnson & Johnson and identification of external sourcing opportunities for API's with alternatives resulting in major cost savings. Established SRM(Supplier Relationship Programs in concert with corporate directives) and conducted major negotiations on major contracts.

Responsible for all contract manufacturing for $1 Billion Speciality pharmaceutical division of Abbott engaged in cardiovascular and cholesterol which includes all negotiations, mergers and acquisitions, new product planning, worldwide logistics for all shipping, customs, duty, and distribution management with 3PL's.Project Director on transfer of all(5) pharmaceutical products to Puerto Rico (sales $1 billion)Reduced backorders from $8 million to less than $1 million by improving output and reduced lead time from Puerto RicoTransitioned from 3PL to company distribution saving over $ 500K in logistics costsLed new product launch of a novel orphan injectable from concept(M&A) to Phase III-await completion of Phase III

Responsible for all supply chain for $1B Canadian pharmaceutical company focused on cardiovascular, pain, CNS which includes all purchasing, contract manufacturing,-most of products are outsourced, ERP/IT using QAD Mfg Pro, process improvements, strategic sourcing for all USA operations. Developed a S&OP process which resulted in improved customer service and reduction of backorders from $5M to 0.Improved plant delivery performance from 50% to 100% due to recognition of actual throughputRenegotiated 3PL(Distribution) contract saving over 15% on base of $2MDeveloped a new forecasting tool resulting in improved inventory accuracy and accountability

Responsible for Abbott Manufacturing Alliance, production, logistics and 3rd party manufacturing for start-up PharmaceuticalCompany involved in HIV and Hepatitis "B". Sales of over $200 million by end of 2005 for Emtriva. Direct the materialsSupply Chain/CMC Documentation for the business on a global basis which required transition of commercial plans into plant forecasts. Developed and implemented in record time(8 months) a new API(Active Pharmaceutical Ingredients) Asian supplier reducing cost of goods by over 40% saving $10-15 million.Renegotiated contract with Abbott saving over $60-80 million

Responsible for saving clients over $50 million with optimization of their supply chains through installation of IT solutions from SAP R3, BPCS, and other forecasting solutions as well as other logistics tools.Set up alternate strategic sourcing in Asia(China) for plastic components saving over $4 millionRationalized injection molding plant in Mexico saving client over $10 million

Running end to end supply chain from strategic sourcing to forecasting/demand management to distribution globally for 5 plants as well as all contract manufacturing for the medical device division with sales over $1 billion.

Managed 18 plants in the PAC Rim for Purchasing (total spend -$300-400M)and converted them into world class operation.Utilized McKinsey methodology for Strategic Sourcing with A T Kearney implementing saving over $1 billion annuallyEvaluated and managed Y2K readiness for 10,000 suppliers for BMS Supply Chain worldwide.Conducted organizational redesign necessitated by move from transactional to strategic/transformational buying saving $2M

Implemented logistics strategies for $750MM global medical device division for 4000 S.K.U.'s in SAP/BPCS M.R.P.II Built and managed a medical device plant in Shenzhen, China and distribution center in Alexandria, Egypt. Had 4 plants reporting to me for purchasing-2-USA, 1-Puerto Rico, and I-England. Total purchases -$128 million direct and $300 million indirect. Implemented integration of Calgon Vestal($100MM division of Merck) and Convatec by consolidating customer services function and eliminating 9 warehouses saving $10MM.Successfully increased line fill rate of 4000 SKU's by 20% as division grew from $350 to $750MM.Reduced lead time to 100 foreign markets from 100 to 50 days resulting in increased sales of $10MM with freight savings of $5 MM.Reduced backorders from $10MM to under $2MM by improving practices of master scheduling and eliminating bottlenecks in production.Reduced logistics/distribution costs from 8 to 5% by moving from internal to outsourced 3PL's saving over $12-15M.Developed a Sales Order Process which held accountability for forecasting with Product Managers.Planned and trained personnel in three plants in closed-loop Materials Requirement Planning (SAP), Forecasting via Futurcast and Manugistics, which led to a $3MM reduction in work-in-process and finished goods.Earned "Best in Class" in inventory optimization by increasing inventory turnover on finished goods and increasing cash flow.

Responsible for customer service for $650MM sales division, inventory investment, centralized materials planning and sourcing for four plants, distribution planning for 800 SKU's manufacturing systems for MRP II and finished goods system. Full Operational (headcount and P&L), responsibility for pharmaceutical plant($75 MM sales) from receiving, central weighProcessing, coating, packaging, and shipping to distribution centers.

Purchasing CompanyProcured all food, beverage and refurbishments. Responsible for accounts payable/receivable, facilities management, capital planning, and warehousing for hotel chain of $100MM revenue with 1,100 employees.

Responsible for customer service for $600MM sales, inventory investment of $50MM, materials planning and sourcing for New Jersey operations, and distribution/warehousing for automated warehouse valued at $20MM. Full P&L responsibilities for $10MM materials management budget and capital planning.Directed manufacturing team to implement statistical process control(Total Quality Management or 6 Sigma) in all departments leading to increased throughput of finished products(productivity) and improved quality.

Materials Planning for Parke Davis Division &Warner Chillcott(branded/generic) Full materials planning for generics and branded pharmaceuticals for $100MM division and procurement of all API actives for same which included Morris Plains manufacturing

Manufacturing Strategy, Harvard-1994Executive Development Program, Northeastern-1988