Manage inventory control team for Caterpillar dealer in Kansas and Missouri with industry focus on construction, oil and gas, and on highway truck. Decreased excess inventory by 20% in 2024 and improved planning and control processes with particular focus on the engine rebuild center.• Achieved CAT Gold-level Parts Excellence Award for 2023.• Manage parts supply chain for CAT and non-CAT product lines with continuously improving performance metrics for on-time delivery, inventory turnover, and customer satisfaction.• Administrate parts pricing for all internal and external customers for Caterpillar and non-CAT parts product lines.

Managed parts administration team for large, mining-focused Caterpillar dealer in Nevada. Transformed department through increased focus on demand planning, inventory control and improved operational excellence, which contributed to 40% parts sales growth in four years.• Parts Leadership team member which guided record revenue and profitability in 2022.• Designated lead for CAT Parts Excellence program which resulted in 25% improvement.• Developed systems, analytics, and processes to achieve CAT Gold-level demand planning (S&OP) score.• Managed parts supply chain for CAT and non-CAT product lines with continuously improving performance metrics for on-time delivery, inventory turnover, and customer satisfaction.• Administrated parts pricing for all internal and external customers for Caterpillar and non-CAT parts product lines.

Directed commercial and supply chain areas for $1B region with over 200 departmental employees. Consolidated regional purchasing to generate economies of scale and improved supplier management. Established strategic direction and led organization through continuous improvement process focused on setting aggressive goals to drive better performance.• Designed and implemented inventory control measures, reducing working capital by $15M (increasing turns from 2.5 to 3.25) across multiple regional operations.• Created category strategies to leverage consolidated regional spend and established value-add, long-term commercial agreements at 18% lower cost.• Authored and introduced Supply Chain Operational Excellence Review Scorecard to rate overall performance of various business units, resulting in identification of risks and new opportunities and $5M in average annual savings.• Sponsored project to implement Warehouse Management Module, leading to more flexible, efficient, automated support, and allowing lower required headcount, which resulted in $1.2M annual savings. • Designed continuous improvement program, creating greater intelligence through KPIs, setting clearer annual objectives, and ensuring focus and accountability by linking individual performance to bonus programs.• Improved supplier management and reduced costs $2.5M annually by developing Total Cost of Ownership (TCO) Models to identify products providing best value in commodities such as tires, light trucks, etc..

Integrated inventories from existing and two acquired companies with multiple ERP systems into single $1B inventory management organization with aligned policies, objectives, and performance requirements.• Established strategy with regional and product group leadership, rationalizing and setting optimization plan for over $1B in global parts inventory.

Managed team tasked with fulfilling customer orders from factory and directed 3 subsidiary management teams in performing all supply chain activities totaling $230M in annual sales.• Improved inventory turns rate nearly 40% by proliferating inventory strategy implemented in previous role to entire region. • Developed and implemented $100M S&OP process to more accurately forecast major component requirements of customers, resulting in order fulfillment cycle time reduction of 60%, increased on-time delivery of 10% and increased market share of 20%.• Streamlined traffic management by creating regional schedules, leading to improved warehouse efficiency and increased on-time delivery of 10%• Established comprehensive set of goals, procedures, policies, and metrics, driving overall operational efficiency and continuous improvement in on-time delivery, inventory turns, and order fulfillment cycle times.• Audited and consulted with subsidiary management teams regarding respective operations, providing recommendations for improvements.

Managed parts sales, materials, and logistics for $100M subsidiary company.• Increased supply chain efficiency and grew business 30% through implementation of new ERP system, introduction of improved business processes, and optimization of stock plans to better meet customer requirements. • Boosted parts sales by 20% through implementation of enhanced quotation process, creation of aged-inventory sales bonus program, and improving cross-functional approach to forecasting with field sales and service.