Lead company-wide analysis, planning, and transformation from legacy ERP systems to SAP HANA environment for Canada, US, and Mexico. Ensure that all lines of business and supporting functions are actively engaged in current state evaluation and future state planning. Define functional requirements, value proposition, and tentative BOM for SAP applications. Negotiate license purchases. Communicate and coordinate with other Honda divisions to identify and leverage spend and benefit opportunities. Propose investment to board of directors and lead implementation to achieve ROI and value realization. Select external partners to support blueprint and implementation of system solutions. Establish and lead Project Management Office (PMO). Deliver critical OTC, PTP, SCM (IBP) and FICO functionality to support 5 Lines of Business, and Accounting/Finance. Establish North American SAP Center Of Excellence to provide the foundation of people, process, and technology, for sustainable and scalable operations

Logistics Manager (April 2013 – December 2015) (Concurrent with project development activity above) Establish and manage service contracts with transportation partners. Annual contract negotiations for ocean carriers, air forwarders, trucking, and specialized carriers. Manage team of 9 associates to execute daily import and export transportation jobs supporting business units. Averaged 200+ containers monthly for automotive components exported for JIT production at production plants in 10 countries. Negotiate air charter contracts for expedited delivery. Direct development of cost reduction strategies and partner management by Logistics team members for improved bottom line. Transition to full-time SAP program management responsibilities in December 2015.

Division Manager – Global Parts Sourcing (Mar 2008 – April 2013) Define strategic, financial, and operational objectives for global automotive parts sourcing segment. Negotiate contracts with external suppliers and 3PL providers. Set 3-year and annual business plan objectives and budgets. Coordinate teams in Ohio, Indiana, South Carolina, Alabama, California, Mexico, and Canada. Direct 4 shared services teams (34 associates) in Ohio to achieve business plan targets. Monthly P&L analysis and reporting to executives for $300 M revenue and $8M operating expenses. Collaborate with teams in Japan, Europe, South America, Asia, and China to secure stable and cost-effective supply of manufacturing inputs.

Set financial and operational targets in relation to parts, capital equipment, and indirect materials (MRO) exports to OEM factories worldwide. Directed staff of 13 associates, responsible for managing daily purchase and logistics functions to OEM and supplier factories.

Purchasing, cost analysis, management accounting, customer service and team leadership roles