Dick Conrad Email & Phone Number

Houston, Texas

Responsible for leading BMC's global procurement team, comprising 45 professionals located in 10 countries with a spend of over US$ 750 M annually. Responsible for all facets of the procurement cycle (concept-to-cash) for all categories of spend for the company. Key categories included IT equipment and services, software licensing, fleet, contingent labor, travel, marketing, advertising, PR, telecom, facilities and all other purchased items. Also responsible for leading BMC's Supplier Diversity initiative and the procurement/supplier-related aspects of BMC's corporate citizenship program.

Founded and operated the company which engaged in private investment projects including residential and commercial real estate, real estate development, industrial and equipment investments and high technology pre-IPO funding. Invested in Singapore residential properties with a value over US$ 5 million. Secured financing and S long term corporate and personal leases. Achieved positive cash flows from inception.Rejected a real estate development in Tennessee after due diligence yielded unfavorable financials.Invested in pre-IPO technology company and accepted a seat on their Board of DirectorsActive in Habitat for Humanity (Conroe, TX and Cambodia)Consulted and advised 2 major Korean global technology companies in the areas of Procurement and Supply Chain Management.

Reporting to the CPO, responsible for Sourcing, New Products and Technologies, Supply Contracts, Supplier Relationship Management, Planning and Forecasting, Continuity of Supply, Quality and Reliability. Supply Chain IT / ERP / B2B Collaboration Tools & Processes and Global Citizenship.Led global procurement of LCD panels, Monitors, Printers and Peripherals in support of Dell design centers in Austin, Taipei, Shanghai and Singapore. Achieved savings of 4% QoQ on annual spend of more than $15 billion. Revamped procurement strategies to improve cost, supply and access to new technologies by collaborating with business divisions and suppliers.Led team that doubled gross margins on monitor categories year over year while enhancing product delivery performance/availability and reducing backlogs due to shortages by 97%.Led Dell's Global Supply Chain Social & Environmental Responsibility (SC SER) team.

Global Operations Supply Chain, (2003 - 2006)Responsible for Pan-HP central supply chain functions including Procurement, Logistics, Planning Systems, Global Procurement Services, Central Engineering and Internal Process Development, SC-IT and SER functions in support of $90 billion annual revenue (largest global supply chain in IT industry). Reported to EVP Global Operations and IT.Led complex hybrid central/matrix organization comprising corporate wide supply chain to achieve cost, quality, and operational performance objectives. Direct reporting organization totaled 1,300 with operating budget of $280 million.Directly accountable for $18 billion annual procurement spend for centralized commodities and influenced balance of $47 billion material spend through Procurement Council. Directly accountable for $2.5 billion annual logistics spend and global logistics operations.Provided Pan-HP support to 19 separate global business units each operating in 4 regions.

Responsible for centralized procurement organization of 800 accountable for $20 billion annual direct material purchases and $5 billion annual MRO with an annual budget of $40 millionDesigned and implemented a centralized organizational model leading change from former decentralized model.Achieved 15% reduction in direct material cost, 14% in MRO, a 30% reduction in suppliers, 11% reduction headcount and the development of eProcurement programs.Improved inventory turns from 40 to 62.

Led procurement merger integration during HP-CPQ merger value capture efforts that realized $2.5 billion purchased material merger related synergy savings.Led corporate-wide procurement reorganization resulting in hybrid central and decentralized structure. Accountable for corporate-wide procurement of microprocessors, chipsets, hard disks, memory, software, electronic components, packaging, and cables/power cords. Annual spend under control exceeded $15 billion.Achieved cost reductions of 9%/quarter across all commodities.Implemented reverse auction tactics, leveraged negotiations and supplier rationalization programs.Managed operating budget of $20 million.

Responsible for daily supply execution of all Compaq facilities worldwide for $15 billion commercial and consumer PC business. Facilities located; Scotland. Total organization comprised 2,500 people with operating budget of $1.8 billion. Reduced headcount by 21% through outsourcing and facility consolidations.Achieved 30% reduction in order cycle time and improved inventory turns from 23 to 40.

Responsible for North American Plant Operations and Global Procurement, Materials & Inventory Planning, Quality, New Product Management, Manufacturing Engineering and International Purchasing in support of $14 billion annual revenue business.. Total organization comprised 1,500 personnel including 300 exempt professionals.Implemented manufacturing consolidation from three plants to one that saved $19 million annually through headcount and overhead reductions. Implemented initiatives that enable "direct ship to customer" capabilities (versus 3rd party/distribution model). Introduced a closed loop corrective action Quality system to address customer satisfaction and quality issues.Led outsource of low value-add products to 3rd party contract manufacturers.Affected turnaround of Portable/Laptop product availability issues from Asian OEM suppliers to improve on time order delivery performance to 95%+ through collaboration with sales, order administration and EMS supplier teams..

Progression from Manufacturing Process Engineer through multiple domestic and international

Graduate School, Economics & Business

Bie, Industrial Engineering, Oper Reasearch

Activities and Societies: Theta Chi Fraternity

Graduate School, Engineering Management