Dan Levine Email & Phone Number

Irvine, Ca, Us

Responsible for Infrastructure, Security & HR Technology Strategic Sourcing activities. Global planning and contract management for $50+ million in spend. Driving synergy between the wider business roadmap and the development of the procurement organization. Influence category strategies and supplier partnerships.

Responsible for leading category sourcing, negotiation, risk management, strategy development and execution, & supplier management within IT and HR at the Varsity Brands Family of companies (Varsity Spirit, BSN Sports and Herff Jones). Implementing and developing strategic procurement plans and negotiating supply agreements/contracts to meet the needs of the company.Sit on the IT Procurement Advisory Council for Bain Capital

Responsible for new HR & IT Services and product acquisitions. Working with business areas to identify and understand their needs for new product acquisitions and run RFx projects to find suitable vendors and products. Provide guidance to our business groups through the negotiation process to help ensure that we obtain the best terms and conditions in our contracts and best possible pricing, providing year over year savings while maintaining a best in class supply base. Currently building the Vendor Management Sourcing functions here at Herff Jones as we develop standard policies and procedures related to our interactions with our current and future vendors. Acquired a new ERP/CRM system and assisting in the setup.

Antioch, Tennessee, Us

Managed indirect and direct Purchasing support for 181 domestic retail paint stores. • Successfully managed and implemented core initiatives to control cost of inventory and manage pricing through the development of a multi-year Strategic Plan.• Transitioned existing suppliers to formal agreements, achieving greater than 55% compliance with key suppliers in the first 5-6 months. Responsible for meeting 12-18-month goal of 95% of COGS through key supply base.• Managed processes for savings, achieving over $500k and maximized year end rebates of 4-6%. • Worked with supply base and both IT and AP to bring 50% of all suppliers under electronic invoicing.• Utilized Financing Agreements with national bank to bring an additional $5m in spend through vendor financing agreements, resulting in maximized cash flow through extending payment to 6 months. • Established new Travel Portal, collaborating with IT to develop backend system support • Managed fleet of 800 vehicles; negotiated competitive RFP for acquisition and ongoing safety and maintenance

Managed the Purchasing of both Indirect and Direct spend for the manufacturing of products utilized in the trucking industry. • Cummins acquired two green initiative product lines from multiple bankrupt companies to create a single start-up company. As a result of acquisition, analyzed previous Build of Material (BOM) and component availability, created strategic sourcing plan, forecasted demand, and negotiated pricing and contracts. Initial product launch within 6 months of acquisition. • Managed the purchasing process of real estate, capital equipment, direct materials, IT (hardware, software, and support). • Negotiated savings of overall BOM costs in first 12 months by more than 12% while improving turns to 8-10 per year through the creation of a repeatable, scalable, and sustainable model within 9 months of launch. • Developed and implemented metrics to manage supplier service levels to ensure compliance with purchasing requirements and alignment with Cummins corporate goals, which exceeded Company expectations. • Selected to lead and transition Intuitive ERP System which allowed Supply Chain, Production, and inventory to manage their respective business in one location.• Implemented a JIT inventory and cost reduction process through alternative components introduction and model cost follow-up initiatives.

Indianapolis, Indiana, Us

Managed Indirect spends in HR, IT Software, Recruiting, Training, Memberships, Relocation, Social Responsibility, WellPoint Foundation, and Actuarial through Sourcing, Contract Negotiations, and Financial Management.• Reduced annual spend through negotiations and systematic approach in the following areas: Human Capital 5%, Taleo Talent Management 25%, E-Learning 20%, Fitness Centers 19.7%, Affirmative Action 50.1%, Service Awards 87%, Training 43.4%, through contract negotiations, market intelligence, opportunity identification, and cost analysis (Strategic Sourcing Methodology) resulting in >$4M annually.• Partnered with business owners to increase diverse supply base, improving usage to 9% annually. • Responsible for assisting with technology rollout and implementation: Ariba, P-Card usage to $50M, and eRFX to $150M.• Conducted an RFP with 6-7 software suppliers to support Sales Training. Identified who reflected the initiatives, pricing, and timeline for delivery and worked to perform rollout within current Learn Management System (LMS)

Los Angeles, Us

Responsible for Manufactured and Outsourced RCA branded Televisions and the coordination of Non-Productive & Indirect Purchasing spend.Global Commodity Manager 2003-2008• Developed and managed strategic sourcing programs to track spend, marketplace, strategy, supply base, bid process, negotiations, rollout and tracking of results and supplier performance, utilizing cross-functional team management, best-class sourcing methodologies, strong financial and process analytics, benchmarking, market research, and strategy development using Total Cost Ownership (TCO) analysis, which resulted in exceeding 6% annual savings goals.• Directed and implemented competitive benchmarking. As a project leader of supported core teams, ensured full model cost follow-up responsibility on financial implications of team decisions. Delivered results in professional presentation to senior management resulting in approval to complete projects.• Accountable for managing annual global budget of $70-100M within HR Services and Maintenance, Repair, and Operations (MRO) achieving annual savings goals of 6% year over year, while increasing payment terms from >30 days to an average of 57 days. • Negotiated long-term supply agreements; which met or exceeded price reduction and performance goals with new and existing suppliers including: supplier resources, new technology, and aggressive negotiations resulting in a win/win relationship with supply base.