Christopher Romano Email & Phone Number

Philadelphia, Pa, Us

Responsible for the design, implementation, and management of a greenfield enterprise supplier management strategy and framework for a leading national health insurance provider. Responsibilities include:• Building and maintaining a team of supplier management specialist to implement processes, tools and governance models required to enhance organizational supplier performance management, governance and risk management capabilities for over 3,000 active suppliers and $1.3B in manageable spend.• Training and execution of annual supplier segmentation process to identify critical supply base, collaborating with business leadership and stakeholders to define and execute supplier governance and performance management reviews to drive innovation, mutual value capture and achieve customer of choice status with supplier critical to achieving the organizations strategic objectives.• Leverage third party risk intelligence and internal risk insights to enable continuous risk monitoring of critical suppliers, conduct ad hoc risk assessments and collaborate with business to lead risk mitigation efforts.• Define program governance process, KPIs, and leveraged data visualization tool to ensure leadership had real time access to key program and supplier specific performance and risk insights.

Camden, Nj, Us

Hired for the greenfield build out of a Global Vendor Management Office to drive value optimization and mitigate vendor risk for an IT organization consisting of ~850 vendors and ~$200M dollars in annual spend.• Developed a 3-year roadmap, business case, organizational scorecard, project pipeline and governance model aligned with the CIO organizational strategy and technology.• Led the digitization of Vendor Management processes and reporting using ServiceNow, Microsoft Power Apps, and Power BI to enable internal customers’ ability to execute supplier Contract, Relationship and Risk management activities.• Partnered with Procurement, Finance, and Legal to develop and execute and upstream Source to Contract improvement plan to deliver higher quality sourcing and contract outcomes, and data analytics to serve as a foundation for enabling optimized downstream Vendor Management.

Kadoma-Shi, Osaka, Jp

Hired to lead transformational organizational change for strategic sourcing, the greenfield development of the Procurement Center of Excellence organization for the North American region, and management of the Procurement Operations team overseeing $1.2B in annual spend.• Led design, implementation and governance of the Procurement PMO organization policies and processes to drive transformational change within the Supplier/Vendor Relationship and Risk Management, Category Management, Market Intelligence, Operations, Performance Management, Talent Management and LSS Sigma programs• Developed integrated S2P technology strategy to increase savings and improve operational efficiencies via process digitization, stakeholder adoption and enhanced analytics capabilities• Implemented RFP processes and tools to automate project pipeline and competitive sourcing process• Achieved $9.9M is savings by leading several large RFPs and contract negotiations.

Philadelphia, Pennsylvania, Us

Working for a $4B global chemical manufacturing company I am responsible for leading a team of regional category managers and analysts to work with corporate and business functions to develop and execute global sourcing, supplier management and contract management strategies for IT services and goods.• Achieved over $9M in savings in 2017; $6M in PBIT, $3M in Savings vs Market• Implemented IT Contract Management process; recognized by Legal and Procurement leadership for as benchmark practice with over 90% of spend under contract.• Partnered with IT VMO to develop, execute and continuously improve Supplier Management Program managing ~$80M in annual spend.• Renegotiated multimillion dollar global WAN Managed Cloud Services agreement resulting in over $900K in PBIT savings for 2018 fiscal year.• Leading sourcing strategy and execution for SAP S4 hosting implementation and support• Partnered with IT to optimize Microsoft Azure IAAS Managed Services and O365 agreements, resulting in over $400K in PBIT savings for 2017 fiscal year• Partnered with HR and IT to establish a contingent labor Workforce Management Managed Services program• Improved Working Capital by an average of 22 days for $40 million dollars in annual spend• Partnered with IT to design a “to-be” Asset Management strategy• Working with Procurement Center of Excellence and Operations to design a service request management process and systems for global operations and the shared sourcing center• Partnering with Corporate Affairs to define and execute professional services sourcing strategy

Columbus, Indiana, Us

Working for a $30B global engine, power generation and components manufacturing company I was promoted to a full-time role as a Six Sigma Black Belt within the Cummins Distribution business unit responsible for leveraging continuous improvement frameworks such as Six Sigma, Value Stream Mapping, and 5S to achieve measurable financial and operational improvements for Corporate and Service and Support site functions.• Achieved $471,000 in annual savings by increasing weekly billed hours by an average 2.5 hours per tech at the • Implemented Fastenal vending program as part of site 5S improvement project• Awarded Six Sigma Chairman’s Award for partnering with Cummins Corporate to redesign the Corporate Delegation of Financial Authorization Policy (DOA). Reduced approval level variation across transaction types by 80%, and time to approve by 40%. • Served as site safety lead for Cummins Power Systems Corporate Distribution headquarter

Columbus, Indiana, Us

Promoted to join the Global Indirect Purchasing Leadership Team responsible for managing $4B of indirect spend and 96 global Indirect Procurement resources, I served as the Functional Excellence and Quality Leader, as well as chief of staff. I managed 7 direct and 10 matrixed global reports and was responsible for the led the Center of Excellence Continuous Improvement Framework for Indirect ProcurementMy duties included ownership of all Indirect Source to Contract, Supplier Relationship and Supplier Risk Management Processes, Six Sigma Program, Knowledge Management, Content Management, Training and their related business enablement tools, including Ariba, Fieldglass, QSi (QMS), IBM Connections and Concur• Developed and implemented functional maturity assessments and control plans• Responsible for development and continuous improvement of all Indirect Procurement Policies, processes and controls, including compliance and partnering with internal audit to plan execute annual control audit plans• Redesigned global sourcing process which increased efficiency by 46% and utilization by 38%• Implemented Working Capital strategy, increasing working capital by $150 million and DPO by 14 days• Redesigned and led execution of the functional balanced scorecard for Indirect Purchasing• Partnering with Finance to design and implement Supplier Risk Assessment and Controls Framework• Developed and implemented onboarding and operational training roadmap and content management strategy• Working with HR I led the Corporate Workforce Management Program• Partnered with various functions to develop Process Insourcing Strategies• Creation and ownership of internet communication and communication/collaboration portals• Working with peer members of the Global Indirect Leadership Team I managed and facilitated all Monthly Leadership and all Employee meetings

Columbus, Indiana, Us

In this role, I managed a global team Sourcing Managers and Analysts responsible for $600M in annual IT spend.• Developed and implemented category strategies that Increased annual savings from $13M to $42M over 3 years• Implemented rate cards and volume discounts for suppliers constituting 90% of IT Professional Services spend.• Partnered with IT Leadership and HR to develop a source versus buy process methodology• Partnered with IT and Suppliers to implement OLA framework across multiple application support suppliers• Increased diverse supplier spend by 300% over a 3-year period• Established and executed a supplier management framework; improved supplier segmentation and governance processes, and established missing components such as a common supplier scorecard and performance management process, innovation workshops and an annual IT supplier conference. This framework served as a benchmark and was adopted across Indirect Purchasing as the global standard

Columbus, Indiana, Us

Led development of IT Service Management strategy for Application and Infrastructure services. In this role I served as the global owner for all IT support and delivery, including Service Request Management, Incident, Change, Problem, Release, Asset and Configuration Management policies, processes, tools, and training.• Improved Incident and Change Management SLA and controls.• Created and Problem and Release Management policies and processes.• Led the global implementation of Remedy 7 IT Service Management to over 30,000 end users and 2,500 IT users. I was a hands-on leader who designed the data categorization, assignment, approval mappings, CMDB data models, and data management governance controls for the Remedy ITSM suite.• Developed and implanted License Management metering process and controls• Redesigned Service Request Management process and Service Request Portal. Improvements resulted in enhanced auto assignment capabilities and reduced HD staffing requirement by 20%

Houston, Texas, Us

Hired as a member of an Outsourcing Delivery Account Leadership Team member responsible for delivering IT Field Services, Service Desk, Remote Server Management and Storage Management services as part a $125M outsourcing agreement with a fortune 50 global telecommunications providers. I was responsible for driving measurable continuous improvement to ensure we increased customer satisfaction and account margins, while conforming with the contracted SLAs• Developed standardized IT Support and Delivery work procedures to streamline IT Operations which contributed to an 8% increase in service target performance, and a 7% increase to account profitability margin• Led several six sigma projects to help drive automation and close loop run and maintain processes.

Mba, Business Management

Bachelor Of Arts, Political Science; Engineering