* Regional manager for all materials to mix rubber and silicone compounds for a $2.3 billion corporation.* Manage 9 direct reports for procurement team which includes the hiring process, development plan, support structure, training, and review. * Responsible for $36million in inventory for 5 mixing campuses.* Work cross functional between Senior Leadership, Commodity Management, Operations, Sales, Customer Service and Technical. * Developed the North strategies for cost out, consignment, inventory turns, development goals and best practices for 2023. * Manage total inventory dollars per branch to meet corporate working capital goals.* Identify and reduce obsolete inventory by transferring to other branches, substitution, or scrap materials. * Negotiate supply agreements with suppliers and customers to stock nonstandard materials for mixing.

* Manager for all materials to manufacture Coils for MRI equipment, for a $36 million manufacturing facility. * Managed 4 direct employees of a procurement team which included the hiring process, development plan, support structure, and review. * Commodities would include plastics (injection / machined), foam pads, capacitors, PCBs, cable assemblies, non-magnetic fasteners, and indirect materials. * Worked cross functionally with Senior Leadership, Programs Management, Engineering, Quality, Production, Warehouse and Finance. * Responsible for weekly reports to senior leadership on the health of the depart, potential material issues affecting customer and maintain over 90% OTD to the customer.* Oversaw the finance standards cost roll of all materials from 2021 to 2022.* Implemented an Incoming OTD report to validate delivery dates from suppliers, track performance, and use as a visual tool to align demand with the supplier. * Onsite visits to suppliers for audits, assessment of capabilities and move forward strategies for moving business to a new supplier. * Implement lean manufacturing process of Kan-Ban cards in engineering for expense hardware. * Created MRP report that would be system generated to contain all the information to make a purchasing decision. This would include quantity on hand, safety stock, approved suppliers, last supplier, standard cost, last price paid, purchase lot size and raw MRP waterfall.* Strong background in identifying opportunities for improvement and to fix the process.

* Manager for all materials to manufacture ground support equipment for military aircraft for a $20 million manufacturing facility.* Managed 2 direct employees who were responsible for selected commodities for the plant.* Responsibility for 4 KPI reports and the drivers for their improvements.* In the first week identified the deficiencies in the department, reported to director of operations, and developed processes to strive for a world class purchasing department.* Purchasing department ordered material based on shortages in manufacturing and a 540-page PDF report with no logic in what was needed to be purchased. I downloaded data from the system, organized it into a spreadsheet, assigned commodities, and used it to track buyer’s performance.* The department had 222 parts past due and was late over 4months. In 3 months, the department held at 1-2 weeks late and 21 parts past due to place, due to pricing negotiations, obsolete parts, or engineer changes to the finished product.* I identified that tails of cut material was being scrapped without being removed from inventory, which caused huge discrepancies in inventory counts, causing shorts in production. I designed a count sheet that operations recorded scrap, inventory adjusted weekly with scrap depletion, and inventory accuracy improved to support production requirements. * Project lead on redesign of the stockroom layout, racking/shelving capital improvement, organizing, VMI process, and cycle count of all material.* I had a computer program written to list the part number, inventory location, commodity class, inventory count, to be used for physical inventory of the stockroom.* Worked with an IT consultant to develop a report from a system data dump into Excel that compares the cost on a BOM from 2 sales orders to identify cost drivers to develop strategies for cost out. Sales is used this report to identify trends, to help develop price structures to help maintain profit margins for the product.

* Directly supporting the Fuel Pump plant for the Aerospace division of Eaton Corp., which is a 19.7 billion diversified power management company.* Commodities include casting, raw materials (bar stock / plate), and outside processes.* Supervised 2 buyers in Tijuana, Mexico and 1 buyer resource in Pune, India.* Part of Eaton Top Talent for the Eaton Euclid site for development.* Champion a team which includes quality and engineering to resource castings with new suppliers with a dual source strategy for high volume castings.* Master Scheduled 2 casting suppliers with weekly meetings to monitor production of castings in WIP and to prioritize based on MRP requirements to realign underperforming suppliers.* Work with Category Managers on 3yr LTAs with suppliers to lock in pricing structures and revise terms to clarify responsibilities in the partnership. * Review legal contracts with corporate lawyers for nondisclosure and supplier long term agreements to position Eaton with favorable terms. * Implemented supplier schedule contracts, which would allow the supplier to access the Eaton demand through a computer portal, build 3-6 months of inventory, and delivery material based on dates in the system. * Work with quality to resolve non-conforming material issues for MRB approval, rework, or disposition to return for credit with suppliers. * Champion for Government Reporting for diversification of the supply base for government contracts for the site.

* Direct support to the Fuel Pump plant for the Aerospace division of Eaton Corp., which is a 19.7 billion diversified power management company.* Commodities include casting, raw materials (bar stock / plate), and outside processes.* Managed 2 buyers in Tijuana, Mexico and 1 buyer resource in Pune, India.* Part of Eaton Top Talent for the Eaton Euclid site for development.* Champion a team which includes quality and engineering to resource castings with new suppliers with a dual source strategy for high volume castings.* Master Scheduled 2 casting suppliers with a weekly meeting to monitor production of castings in WIP and to prioritize based on MRP requirements to realign underperforming suppliers.* Worked with Category Managers on 3yr LTAs with suppliers to lock in price structures and revise terms to clarify responsibilities in the partnership. * Review legal contracts with corporate lawyers for nondisclosure and supplier long term agreements to position Eaton with favorable terms. * Implemented supplier schedule contracts, which would allow the supplier to access the Eaton demand through a computer portal, build 3-6 months of inventory, and delivery material based on dates in the system. * Work with quality to resolve non-conforming material issues for MRB approval, rework, or disposition to return for credit with suppliers. * Champion for Government Reporting for diversification of the supply base for government contracts for the site.

* Managed Supply Chain of machined components for the Fuel Valves division of a $121 million Aerospace company.* Yearly spend $7.3 million with $220,700 in annual savings. * Implemented Long Term Agreements ($662K annual) and Supplier Schedule for purchase orders with monthly releases to support JIT requirements.* Championed new product launches by coordinating a cross functional team with design engineers, manufacturing engineers, quality, and sales departments.* Budgeted monthly inventory to expedite/defer components to meet monthly inventory goals, inventory turns, and manufacturing demands with the use of an MRP. * Partnered with suppliers to deliver machined parts in as completed assemblies with helicoil, anodizing, bonding, painting and testing to reduce internal handling of the part.* Moved the vendor base to local sources and consolidated the active suppliers for a newly acquired division of the company. Flow down government specification to the vendors and coordinated with vendors on critical safety parts that need government source inspection.* Worked with Quality Department to resolve logged Corrective Actions with vendors for nonconforming machined parts.

* Managed purchasing department for a $7.1 million machine shop that services the Aerospace and Military markets.* Supervised 1 direct report who managed all materials for outside process functions for the plant.* Negotiated contracts for the procurement of metals, which includes Aluminum, Copper, Nickel Alloys, Stainless Steel, and Titanium.* Developed vendors for secondary process of parts, which would include Anodizing, Grinding, Painting, Plating, and Welding to meet customer specifications. * Utilize engineering drawings to verify flow down requirements on purchase orders. * Implemented a vendor scorecard that monitors vendor performance on Quality and On-Time Delivery.* Designed a visual management system in the Receiving Department for processing outgoing/incoming material for a secondary process during a Kaizen event.* Designed a database of Metal Vendors/Secondary Process Vendors that is used in quoting and monitoring pricing. * Worked in the preparation and participation in the AS9100C certification.