P&L responsibility for 800+ Field Service Fleet. Direct daily shipping of parts to Field Service technicians and returns to both Burroughs HQ and other suppliers. Also manage daily Indirect Purchasing organization and complete supply chain projects. Lead and mentor a team of 24 management and support personnel.- Re-negotiated vendor contracts and processes following an acquisition, reducing costs 15%, facilitating product flow, and saving time and expense for field operations.- Implemented field service team restructuring plan, saving two to five hours weekly.- Delivered more than $1M in cost savings by deploying more reliable and fuel efficient fleet vehicles.- Developed and implemented 14 cross-functional projects that reduced service technician downtime, improved productivity, and cut cost.

Provided management consulting to clients including Burroughs, Inc., Private Equity firms, turnaround firms CRA Associates and O’Keefe & Associates, and an automotive seat manufacturer.- Provided subject matter expertise to Private Equity firms in Vehicle Remarketing and Emissions Management. Team member for two turnaround firms.- Analyzed Burrough’s service fleet operations and developed plan for centralizing processes, reducing costs and improving response times.- Provided expert litigation consulting for an automotive seat manufacturer.

Directed cross-functional program to optimize capacity management of components, demand planning, and integrated business planning capabilities.- Designed organization, program governance structure, and business case / benefit analysis.- Delivered more than $6M in annual cost savings, leading 15 capacity process and technology improvement projects.- Spearheaded project to define methodology for calculating parts requirements and supplier RFPs.- Enhanced mid-term forecasting and mix management, evaluated demand planning tools.- Created capacity management program for new GM/Peugeot purchasing alliance venture.- Led project to define individual powertrain part requirements, refining capacity shortage projections.- Conducted business validation study on global capacity management and integrated business planning activities. Restructured 33 main business processes with $1B+ measurable annual benefit.- Developed metric-driven vendor evaluation program, saving more than 300 costly SME hours.

Managed vehicle scheduling and sequencing activities for 6M vehicles and 8M powertrains; led regional and business unit sales, operations planning processes, regional component constraint resolution process; created regional production schedule.- Designed and built GM’s first-ever Order Fulfillment Organization in Asia-Pacific Supply Chain Operations, ensuring optimum supply/demand balance and cost-effective inventory management.- Developed and implemented comprehensive production reporting program including daily build-to-plan tracking for 46 vehicle/powertrain plants and monthly regional product reporting.- Initiated regional process to address purchased component shortages.- Implemented global part management system clearing more than 3000 issues and resolving 300+ constraints in component capacity.

Restructured and managed the sale of previously used rental vehicles from major European rental car companies. P&L responsibility.- Turned around operation from loss of €100M+ to profit of €160M in first full year.- Improved inventory turns, cut costs with 80%+ and trimmed inventory from 120 to 20 days.- Drove additional 100K vehicle sales annually with enhancements to remarketing processes.

Managed short-cycle sales relationship with major European rental car companies including Avis, Hertz, Enterprise, and Europcar.- Sold 250K+ units annually representing nearly 2% of GM Europe’s total market share.- Generated 25% increase in sales to Avis.- Added $50M in revenue by negotiating corporate rental agreements.

Promoted to define another newly created role and implement order fulfillment capabilities at GM National Sales Companies in Switzerland, Germany, and Austria. Influenced actions and initiatives of ~50 personnel.* Reduced vehicle inventory by more than 15%, representing $35M savings.

Promoted through field distribution and sales positions to define new role and develop go-to-market strategy for Internet-based vehicle order placement. Built and led six-person team to evaluate vehicle configuration strategy of every GM North America brand vehicle.* Reduced complexity by ~10% through development and implementation of strategy that eliminated more than 1B build combinations.