Direct facilities management home office operations for our Southeastern Grocers (Winn Dixie, Harvey’s, BI-LO, and Fresco y Mas) client. Key Accomplishments:• Key resource on initial business start-up & launch focused on setting up supply chain, vendors and contracts. • Successfully managed operations though high growth and dynamic market changes with clients to ensure service performance and profitability remained consistent and on plan. • Contract negotiations for parts and vendor services; have achieved year-on-year commercial savings of over $6M.

Developed and led a team of six direct reports in oil & gas production equipment supply chain management, purchasing, production control, and logistics; managed $50M annual spend in materials and services over three CO locations. Key Accomplishments:• Improved overall supplier OTD from 61% to 84% by successfully applying formal supplier performance metrics.• Integrated the purchasing, shipping, materials management, and production control modules of the M2M ERP system. • Designed and implemented a collaborative key supplier forecasting process improving the on-hand availability of purchased parts and reduced key items from 12 to 8 weeks in inventory.

Within a global beverage industry provider of can making machinery, led a team of 13 in Purchasing and Supplier Quality at manufacturing facilities located in CO and OH. Responsible for sourcing supply contracts, identifying cost-savings opportunities, and negotiating supplier contracts.Key Accomplishments:• Managed the North American & Brazilian collaborative SIOP process to support a 48% sales increase from $246M to $364M within one year while reducing global inventory 11.4% from $32.5M to $28.8M.• Negotiated contract pricing and managed a $2.7M, 42K sq ft. warehouse building expansion and a $650K office renovation. • Saved $4M annually by applying strategic sourcing principles to generate optimal supply contracts. • Redesigned the import compliance processes for Harmonized Tarif Schedule of the U.S. (HTSUS) coding and generating of Free Trade Agreements for export customers to reduce their importation taxes. • Successfully performed tactical purchasing as needed via MRP and spot buying for urgent part shortages.

Led the short-term installation project for the installation of a $3.5M. 550 kW photovoltaic energy system with an elastomeric extrusion facility. Provided subject matter expertise in a variety of Kaizen initiatives.

Manufacturing Process Technology Manager (2008-2009)Continuous Improvement Manager (2007-2008) Responsibilities included implementing lean manufacturing process improvement strategies through value stream mapping, educational training, and facilitating & leading Kaizen events. Led the Engineering and Quality team in identifying and solving manufacturing process issues within a food, beverage, and industrial packaging facility.Key Accomplishments:• Completed root cause analysis and implemented a major corrective quality action to secure manufacturing site approval from Coke-Cola NA worth $200M in annual sales. • Reduced automatic bag-making machines set up times by 32%, savings of over $148K.• Improved Overall Equipment Effectiveness (OEE) to 8.9% from 63.8%- 69.5% through implementation of Total Productive Maintenance (TPM) and standard operating methods. • Facilitated Kaizen events with TBM Consulting on TPM, OEE, Kanban implementation, and standard work.

Division Supply Chain Manager (2005-2007) Led the Purchasing, Customer Service, Production Control, Warehouse, Receiving, and Shipping departments in supply chain operational processes across three high-volume/low mix, low-volume/high-mix diesel engine filtration and fuel delivery systems manufacturing facilities located in CA, MS, and SC. Key Accomplishments:• Leveraged supplier collaboration conferences and strategic procurement agreements to save 6.3% ($3.8M) on annual direct materials spend of $60M. • Core contributor in implementing sales support initiatives to increase sales from $263M (FY05) to $275M (FY06). • Led division actions for corporate-wide low-cost global sourcing strategy to achieve $1.9M against $2.4M target COGS savings by selectively sourcing electronic and filter components in China. Materials Manager (2000-2005)Daily leadership and management of Production Control in addition to Receiving, Warehousing and Shipping departments. Generated production schedules and 1-month material and capacity plans. Developed and managed PFEP (Plan for Every Part) and a Kanban database to adjust Kanban data monthly. Developed level scheduling to leverage reduced lot sizes and rapid changeovers. Key Accomplishments:• Using fundamental lean practices (Making Materials Flow, PFEP, timed delivery routes, cellular design, and supplier pull systems) transformed a 1,200-pallet bay warehouse into a lean purchased-parts supermarket. • Improved utilization of preferred carriers and optimization of routing lanes to save 13.3% ($800K) on $6M annual spend. Additional positions included: Inventory Control Manager, Business Unit Manager, Product Engineer, Engineer, Associate Engineer (1989-2000)Key Accomplishment:• Based in England, transferred the production of automotive parts increasing capacity by 60%, sales volume by 10.2%, and improved margin by 11.4%.