Supervise the purchasing process of raw ingredients and packaging with annual spend of $200 million, with the goals of meeting material availability, supplier performance, and cost savings.• Directly supervise and coach 3 replenishment buyers. • Created consistency of work by developing and implementing processes across categories.• Manage ERP system parameters to increase inventory turns and service level, with an emphasis on reorder policies and forecast management.

Oversaw the purchase-to-pay process for Flint Hills’ northern pipeline operating group, with the goal of reducing financial risk; supervised one Procurement Analyst.• Acted as a liaison between project management and procurement teams, regarding all activities from purchase order to payment, while supporting a $150 million business expansion.• Increased cash discount capture-rate from 67% to 91% by partnering with operations, project managers, and financial services; mapped out the purchase-to-pay process to find and close gaps, changed process to approve invoices more quickly.

Supervised the purchasing process of consumer goods with annual spend of $45 million, with the goals of meeting material availability, supplier performance and cost savings; directly managed 6 sourcing and purchasing individuals. Managed cost-savings and supplier consolidation projects in-line with the annual operating plan and overall business objectives. Adhered to both GMP and ISO audit standards.• Reduced the annual cost of logistics by $600,000; managed the RFQ process and implemented a carrier transition for the inbound ocean freight program.• Developed and implemented a supplier scorecard to manage the Top 5 suppliers (60% of annual spend); reviewed key metrics, including on-time delivery, fill-rate, open corrective action and quality issues in a quarterly management reviews.• Managed the weekly commercialization meeting to keep new product development projects moving forward through stages towards market release.

Supervised the procurement process with annual spend in excess of $100 million, with the goals of meeting supplier delivery performance, material availability, inventory key performance metrics and end-customer service level of 95%. Directly supervised, coached and developed a team of 7 Raw Material Buyers, while indirectly supervising a global buying team in Asia. Managed the division’s capital budget for all tooling expense and participated in annual ISO audits.• Reduced excess, non-forecasted inventory by 15% in 2009; led project to identify how excess materials are accrued, mapped the process, and developed an overall inventory strategy for non-forecasted parts. Results included a new sales order cancelation policy, a tear-down procedure, and guidelines on when to dispose of excess, obsolete materials.• Decreased raw material inventory by 40% in four periods by quickly responding to declining business conditions.• Created consistency of work by developing and implementing a comprehensive training plan for Raw Material Buyers; managed change by developing, training and documenting global procurement procedures on topics including inventory, supplier delivery performance, material shortages and material expedites.• Provided leadership and resources to the international procurement office; spent five weeks on-site in Singapore and Mumbai to audit procedures and provide training; continually ensured the global team of Raw Material Buyers had the tools required to adhere to standard processes.

Controlled monthly receipts to maintain inventory levels and capture sales opportunities by door; developed and managed 58 location plans and captained the newest store opening for the Home division.

Increased sales and profitability through historical analysis of product; collaborated with the Merchandise Buyer and Show Programmer to develop strategies to meet show goals; managed receipt flow and inventory for assigned categories.

Negotiated better costs, terms, co-op and discounts to increase profit margin of assigned categories; established and executed promotional plans, including newsletters and in-store marketing events; developed planograms and monthly promotional displays.

Analyzed sales and inventory in new Super Targets to develop targeted maintenance programs that to increase in-stocks and reduce excess inventory; developed best-practice for new store openings and maintained new store in-stocks 3 percentage-points higher than company levels.

Managed both SKU intensive and highly seasonal product categories in the Electronics division with annual sales of $100+ million; promoted in-role from Business Analyst to Senior Business Analyst after one year.