Strategic Supply Chain Solutions is a company that helps other companies to become more profitable through a wide range on methods including obtaining better pricing, better suppliers, better value from the supply base, supplier management, reduction of waste and inefficiencies, and increasing revenues. Strategic supply Chain Solutions can help to provide value by putting in place best in class supply chain structure, processes, systems, and procedures to enable optimum performance. Every dollar saved can be worth about $13 in sales so optimizing the supply chain side of the business can be a real difference maker to any business,Responsible for all aspects of Strategic Supply Chain Solutions as a company on a global basis. The primary focus has been building a business with supply chain expertise to serve a global customer base in terms of increasing profitability through optimizing supply chain strategy, procedures, processes, structure, and systems. The business model is risk free to the client where Strategic Supply Chain Solutions is paid a percentage of the increased value brought to the client only when the value hits the bottom line of the client. • Currently working with global clients to optimize approximately $200 million in spend• Helped to put together sales strategies for multiple clients.• Evaluated supply chain structure, processes, and procedures for a major client.• Optimized (multi-million) logistics and packaging for a customer

About MoogMoog Inc. is a worldwide designer, manufacturer, and integrator of precision control components and systems. Moog’s high-performance systems control military and commercial aircraft, satellites and space vehicles, launch vehicles, missiles, automated industrial machinery, wind turbines, marine and medical equipment. Moog has revenues of $2.5 Billion and operates in more than 30 countries with over 11,000 employees. Responsibilities and AccomplishmentsResponsible for all aspects of supply chain on a global basis. The primary focus has been transforming a procurement function that has grown from its beginning roots as a start-up company into a world class supply chain organization within a multi-billion dollar corporation. The transformation has touched upon people, structure, and process in order to better ensure teamwork, collaboration, and an enhanced capability to deliver greater value to the organization.• Set up cross functional sourcing teams including supply chain, quality, and engineering, with team goals and deliverables in the areas of Quality, Delivery, and Cost. • Standardized goals and objectives across supply chain and across functions to better facilitate teamwork and an organization that works together as one• Implemented performance management including supplier classifications, KPI’s, scorecards, and periodic supplier business reviews with strategic suppliers.• With Finance, created a system to track savings that hit the bottom line where the savings are fully visible to the company and can fully be counted on.• Fiscal year 2014 savings added 8 percent to the bottom line. Fiscal 2015 savings will add another 15 percent to the bottom line.• Improved on time delivery performance by 70 percent• Reduced Inventory by 10 percent • Kicked off supplier reduction initiative which will reduce the supply base by 50 percent

About BPBP is one of the world’s largest energy companies, providing its customers with fuel for transportation and energy for heat and light. BP has revenues of $361 Billion and operates in more than 100 countries with over 96,000 employees. Responsibilities and AccomplishmentsResponsible for managing Rotating Equipment on a global basis which included managing a global, cross functional team consisting of mechanical engineers, electrical engineers, supplier quality, as well as supply chain. Rotating Equipment is basically the equipment needed to provide power to the Oil & Gas fields and the equipment that moves Oil & Gas from the ground and through pipelines. Rotating Equipment consists of about 20 sub-categories including Gas Turbines, Compressors, Pumps, Generators, Alternators, Motors and performance monitoring equipment and services. This position reported to the Vice President of Supply Chain for BP’s Global Operations. • Primary focus on reduction of production losses due to rotating equipment from $4 Billion to $2.2 Billion on an annualized Basis. • Developed and implemented a standard supplier management process and KPI’s across BP’s Regions and globally to drive supplier performance to achieve maximum results in terms of equipment performance and in terms of supplier value delivered to BP. • Worked with engineering staff to ensure that quality and reliability is designed into the equipment to ensure that BP receives the most dependable equipment for the future. • Worked to implement equipment condition monitoring which provides the ability to anticipate issues with equipment before a shut-down occurs or can allow for an extension of maintenance intervals if the equipment is running well. • Set up an approved vendors list for rotating equipment which includes appropriate checks of the supply base including anti-corruption and due diligence checks, quality process and procedure checks, as well as formal audits of the supplier’s facilities.

About BarnesAn international original equipment manufacturer and full service distribution company of aerospace and Industrial components and assemblies, Barnes has approximately $1.5 Billion in revenue, 6.500 employees located at 70 locations around the worldResponsibilities and AccomplishmentsResponsible for the entire supply chain and logistics organization for Barnes Industrial which consists of 50 people at 6 business units within the Barnes group. • Developed a $12M price deflation plan.• Reorganized the supply chain department from a decentralized to a centralized organization in order to leverage spend, knowledge, and best practices across the group. • Developed web based metrics to measure on time delivery, inventory levels, payment terms, and quality performance.• Led effort to create a global purchasing alliance involving European and Asian partners in order to gain more purchasing leverage with the supply base and to share best practices. • Created an energy strategy, using outside expertise, to drive down energy cost at our locations by 20 percent. • Led and implemented an export compliance program for our organization.

About AlcoaWorld’s leading producer & manager of primary aluminum, fabricated aluminum & alumina facilities, active in all major aspects of the industry. Alcoa serves the aerospace, automotive, packaging, building & construction, commercial transportation and industrial markets. Alcoa has over $24B in annual sales and more than 120,000 employees located in 44 countries. Global (Director) of Strategic Procurement , Pittsburgh, PA 2002-2007Responsibilities and accomplishmentsResponsible for 20 global procurement teams, located in North America, South America, Europe & Australia that negotiate supply agreements with global & regional suppliers for over 400 worldwide Alcoa locations. Commodities managed include refractories, lubricants, chemicals, dies, fabricated metals, raw materials, paints & coatings, uniforms, stampings, bulk gasses, waste, packaging & capital equipment/projects & other production materials. • Managed $2B in annual spend with over $150M in cumulative savings• Increased annual savings by 250% within a 3-year period.• Created & implemented a supplier performance program in which suppliers are held accountable to achieve annual savings for Alcoa. • Provided leadership in modernizing Alcoa’s procurement system, introducing online bidding, low cost country sourcing, 7-step procurement process, supplier rationalization, & transaction optimization. • Implemented a program to improve working capital by extending payment terms from 30 to 90 days and reducing inventories. • Leveraged the spend of first tier suppliers to achieve savings for Alcoa.

About BoschThe Bosch Group is a $50B company comprised of 280 plants located in 140 countries. Bosch is the leading global manufacturer of automotive & industrial technology, consumer goods & building technology.Responsibilities and AccomplishmentsResponsible for brake components including stampings, rubber, springs, steel, plastic, as well as dies and tooling. • Managed a procurement team that achieved a 15% savings on $100M spend within a 2-year period. • Recognized as the company’s leader of reducing prices while improving the quality of the parts.• Conducted low cost country sourcing in Asia for production components & for die tooling, 90% savings.• Trained as an expert facilitator and leader for continuous improvement workshops

About GulfstreamGulfstream Aerospace is the industry leader and the world’s largest manufacturer of private jets. Responsibilities and AccomplishmentsResponsible for the wings, tail, and avionics including all aspects of supplier performance including quality, delivery, service, and cost. Led a cross functional team comprised of quality, engineering, and operations to ensure maximum supplier performance and maximum value to Gulfstream. • Negotiated multi-year contracts in excess of $300M.• Reduced the wing acquisition cost by 20% resulting in a $60M savings. • Managed all engineering projects and work between Gulfstream and its suppliers.

About RenaultRenault is the 4th largest automotive manufacturer in the world with over 130,000 employees located in 118 countries with sales revenue of over $50 million.Responsibilities and AccomplishmentsHead of Renault’s North American sourcing team, responsible for all aspects of procurement from 200 suppliers in North America to 15 Renault production facilities in Europe. North American sourcing team was comprised of planning, quality, accounting, logistics, transportation & customs. Purchased over 800 components ranging from suspensions, electrical products, & air conditioning to brake systems, engines, transmissions &plastic components. • Designed and implemented an MRP system, which allowed the JIT flow of materials from 200 North American suppliers to 15 Renault plants in Europe. • Increased annual savings results from $1M to $10M within a 3-year period• Handled, managed & automated all transportation & logistics including the ordering of parts, the collecting and containerizing of parts at a central location, the shipment of parts to Europe including all customs paperwork.

About DelhaizeDelhaize Group is a Belgian international food retailer present in seven countries on three continents and has over 152,000 employees. Delhaize has over 3,300 stores with sales of roughly $27 Billion in revenues.