• Execute a global cost reduction strategy for Earthmoving Supply Management (EMSM)• Collaborate with EMD (Earth Moving Division) product groups, global category teams, and other process partners through the Total Cost of Supply (TCOS) process• Identify and execute cost savings opportunities through deep-dive data analytics• Manage cost management process for East Peoria RPM team• Implement process improvements for cost management process• Sponsor, support and participate in product group / global category cost savings initiatives

• Responsible for development, implementation, and communication of local/regional sourcing strategy for Caterpillar machined castings (small component families).• Management of pricing negotiations with supply base to mitigate cost increases and identify cost savings opportunities.• Act as liaison for various Caterpillar groups (product group, quality, engineering, etc.) for suppliers under my spend covering a variety of topics such as continuous improvement initiatives and NPI programs.• Provide leadership relative to sourcing and resourcing management decisions.• Utilize QCLDM (Quality/Cost/Logistics/Development/Management) principles to improve supply base.

• Responsible for supply chain excellence for fabricated (various complexities), non-metallic (plastics), and electrical components for the North America region of Caterpillar service parts.• Issued, maintained & trouble shot a variety of problems relating to purchase orders (INCO terms, pricing, schedules, etc.).• Reviewed pricing grief issues and implemented corrective actions to eliminate recurrences.• Identified root cause issues at PF suppliers preventing QCLDM (Quality/Cost/Logistics/Development/Management) and departmental targets (SSP, DMCR, etc.) from being met and develop corrective action strategies to reach resolution.• Liaison between various departments (category, inventory management, engineering, transportation, packaging, etc.) to resolve a multitude of issues including supplier exists, capacity constraints, inventory shortages due to poor shipping performance, etc.• Created and improved upon processes for the North America facility supplier team to improve OPACC (Operating Profit After Capital Charge) positive outputs for the team.• Identified cost savings and process improvement opportunities with daily workflow to improve efficiency at both the individual, team, and enterprise level.

• Addressed a variety of issues to establish ESDs (Estimated Ship Dates) regarding dealer back orders (E.G. machine down requests) to satisfy end-customer demand in the most efficient way possible.• Collaborated with suppliers to ensure internal departmental metrics were met/exceeded (Average Age (18.0 target – 15.7 August 2014), % of schedules past due (15% target – 5% August 2014), stability, timeliness and accuracy).• Led weekly supplier meetings for under-performing suppliers to identify key issues and develop RCCA’s for future improvement.• Collaborated with internal departments (engineering, inventory management, global purchasing, etc.) to resolve grief and ensure material flowed smoothly through the value stream.