Cara Mitchell Email & Phone Number

Oklahoma City, Oklahoma, United States

Oklahoma City, Oklahoma Area

Oklahoma City, Oklahoma Area

Lead Analyst, Category Management (March 2016 – Present)- Managed Cementing, Drilling Fluids, and Power & Fuel categories for sustainable or reduced cost structures, supplier relationship management, and market intelligence capability.- Collaborated with Drilling department for price increase mitigation strategizing during market recovery, including supplier negotiations and working differently with critical suppliers. Negotiations in Q1 2017 resulted in avoidance of 50-100% of requested increases impact.- Facilitated 2016 Cementing and Drilling Fluids Requests for Quote (RFQs) resulting in expected 1-year savings of 28% and 16%, respectively.- Facilitated direct negotiations with incumbent generator suppliers with expected 2016 savings of $4MM.Lead Analyst, Operations Procurement (October 2014 – March 2016)- Supported Devon’s busiest Business Unit (Delaware Basin Business Unit) through supplier relationship management, price validation through Purchase Order (PO) creation in SAP, price negotiations, inventory management, and executing sourcing initiatives.- Coordinated with various levels of the organization both corporately and in the field office, including multiple Supply Chain functions (Material Management, Logistics, and Category Management).- Led team of 3 field employees in Propane Request for Quote (RFQ) initiative resulting in projected 12-month cost savings of $4.7MM.- Streamlined PO creation process to eliminate rework and non-value-added steps with input from field technician, foremen, superintendents, and corporate engineering.

Oklahoma City, Oklahoma Area

Senior Analyst, Category Management (November 2011 – October 2014)- Managed Drill Bits, Drilling Fluids, and Wellhead categories through contract life cycle. Analyzed demand plan to leverage and optimize company spending with negotiated vendor pricing and discounts. - Planned, facilitated, and executed 4 successful sourcing initiatives resulting in estimated savings of $26MM annually.- Developed process for Devon-wide Supplier Optimization initiative, targeting current state supplier base identification with subsequent optimization activities.- Led 2 teams of 7 Drilling Engineers to execute Drill Bits sourcing initiatives which resulted in Tiered Pricing Agreement implementation and annual savings of $7.6MM cumulatively.- Executed 2013 Wellhead sourcing initiative which resulted in $9.3MM savings annually. Led team of 11, consisting of Drilling and Operations engineers, field foremen, and Materials Management personnel. - Executed 2012-2013 Drilling Fluids sourcing initiative which resulted in $9MM savings annually. Led team of 5 Drilling managers and managed 13 suppliers participating in bid process. Negotiations resulted in innovative discount structure, leading to greater benefit for Devon.

Lawton, Oklahoma Area

- Facilitated lean kaizen events within Duncan Manufacturing Center to improve: safety, efficiency, cost, productivity, streamline processes, eliminate waste, and promote a lean culture- Achieved 54% lead time reduction on critical capital parts. Facilitated kaizen event and led team in solution identification and implementation.- Achieved 40% reduction in EPA non-conforming engine import process. Led team of 13 in waste identification and elimination recognition and solution implementation.

Lawton, Oklahoma Area

- Managed staff of 27 employees and budget of $2.3MM- Hired and trained 7 new employees- Increased department safety participation 66%- Implemented various lean initiatives, including 5S, SQDC metrics, and department standardization. Led department improvement kaizen event, realizing 4800 additional productive hours annually. Initiated first stages of Total Productive Maintenance (TPM).- Responsible for communication and customer service at all levels. Led department to provide excellent support for all focus factories in terms of machine reliability and uptime, responsiveness to equipment malfunction, and preventive maintenance.

Various

Leadership development program consisting of five 6-month rotations in various facets of Supply Chain & at different global facilities. Specific project scope & targets were provided, with expectation to successfully complete all deliverables by end of rotation. Quarterly updates were presented to executive leadership. Goal was to develop future leaders by "fast-tracking" through various roles of responsibility.1. Industrial Engineer, Inventory Management. Reduced inventory 24% through communication improvements & facilitating key player involvement. Implemented improved procedures for measuring & controlling inventory, including management strategy.2. Continuous Improvement Lead. Achieved 25% reduction in Business Unit standard cost variance. Justified root causes, facilitated 2 kaizen events, & led teams in solution implementation. Notable results included: 35% reduction in internal activities, 4700 annual standard hours recovered, & 1600 feet travel reduction.3. New Facility Layout Team Lead. Developed plan & retrofitted existing building into fully functional repair & rebuild center for downhole drilling tools. Planning included facility layout (focus on lean implementation), work flow design, & inventory rationalization. Projected cost avoidance $2.4M.4. Production Order Tracking Lead. Led 4 shop floor supervisors through production order restructuring, including Value Stream Map development, validating standard times through time studies, lean foundation training, & modifying router steps & standard times.5. Production Maintenance Group Leader. Responsible for employee safety, business metrics (safety, quality, delivery, cost, performance), business improvements, ensuring technicians met internal stakeholder needs and expectations, provided report outs and updates to management regarding status of repairs and work orders, & general supervisor duties (performance appraisals, daily employee performance/needs, merit increases, employee relationships, etc.).