Globally responsible for procurement within the Industrial Business Unit of Littelfuse.

Globally responsible for central direct & indirect sourcing, trade compliance and management of outsourced assembly operations.

Restructuring the engagement between purchasing and Schneider’s North American business units with the objective of increasing purchasing value added to the business and doubling of annual savings delivered through materials savings projects.• Targeting an increase in current project based material savings from 1.5% to 3% of material spend• Directing North American purchasing project management team of 27 people along with a small team of purchasing business partners• Responsible for development and driving implementation of North American purchasing strategy

Led a team of 26 category management professionals. Responsible for developing and implementation of category strategies capable of delivering targeted levels of quality, service, pricing and sustainability for Schneider’s 44 North American plants. Also led supplier relationship management, pricing and contract negotiations. Annual spend is approximately $1.3B.

Responsible globally for the pricing, sourcing, supplier quality and service for all purchased plastic and elastomeric parts (approximately $450 million annually).Directly manage team of regional commodity managers located worldwide.Develop and drive implementation of global category strategy.

Established and staffed center led purchasing team within newly acquired sensor businesses (scope included 15 manufacturing plants globally, operating in aerospace, automotive and industrial markets with approximately $300 million in annual spend).Directly managed team of commodity managers, supplier quality manager and project manager with indirect management of operational purchasing managers.Implemented purchasing reporting systems and methodologies.Provided linkage to Schneider central purchasing team where advantageous.

Responsible for all plastic parts purchased in North America (approximate spend $75 million).Managed a cross functional team of technical processing specialists, buyer and project manager.Reduced the number of late supplier shipments by 44% from 2006 to 2007.Reduced the percentage of defective parts received by 76% from 2006 to 2007.Increased level of price reduction performance by 69% from 2006 to 2007 (achieving a 6.4% reduction in average price between 2006 and 2007).Completed Six Sigma Black Belt training and incorporated methodology in business processes.

Responsible for all plastic parts purchased by Siemens VDO's Instrumentation and Carbody Electronics Divisions (approximate annual spend of $30 million).Functionally managed plastic parts buyers in Siemens VDO's Guadalajara, Huntsville and Auburn Hills facilities.Responsible for defining supplier strategy, negotiating pricing and other contractual issues.Lead introduction of Siemens VDO's non-production purchasing tools and systems into acquired Huntsville facility.North American champion of Siemens VDO's global purchasing processes and procedures.

Responsible for all Carbody Electronics product development in Siemens VDO's Guadalajara development center.Managed team of nine engineers (hardware, software, PCB layout, product engineer and project manager).Responsible production manager for Ford Immobilizer and receiver modules.Responsible for introduction of Ford TPM receivers and immobilizer modules into production.

Responsible for creation of divisional marketing strategy concerning DaimlerChrysler Corporation.Managed cross-functional acquisition team.Acquired contracts with DaimlerChrysler Corporation totaling $120 million per year in sales.Responsible for divisional commercial interface with DaimlerChrysler Corporation.

Managed engineering team (approximately 10 to 15 engineers) to develop RF Receiver Modules and Transmitters for Ford Motor Company.Responsible for all technical and commercial activities between product acquisition and release for production.Accountable for project profitability.Managed development budget of $1.5 million.Provided key project interface with the customer.Responsible for introduction of product into manufacturing.

Created component and supplier strategies for mechanical and electromechanical commodities.Negotiated prices, commercial terms and technical requirements for mechanical and electromechanical components.Responsible for negotiating annual productivities with mechanical and electromechanical suppliers.Interfaced with engineering teams to implement Siemens electronic component strategies. Supported engineering teams' achievement of development objectives (timing, part maturation, component performance, milestone reviews, etc).Worked within new product acquisition teams to provide best commercial and component technical proposal.Integrated suppliers into new product acquisition process to provide key technologies and resources.Implemented Siemens purchasing systems into Siemens wiring division and trained engineering personnel.

Created and maintained commodity and supplier strategies for electrical components (Electrical Distribution System, Instrumentation, Audio System, Lighting, and Switches) based on corporate needs (technology, quality, commercial, risk avoidance), market analysis, and capabilities of suppliers.Annual purchases varied from $150 to $300 million per year. Negotiated prices (including annual productivity).Analyzed and communicated market trends for electrical components.Lead cross-functional teams to evaluate technologies and capabilities of potential suppliers.Negotiated long-term contracts (Non-disclosure, Warranty, Terms and Conditions, and Commercial) to secure technological and commercial needs.Developed and maintained relationships with key strategic suppliers to ensure availability of resources, technology, and continuous quality, logistics, and commercial performance.Conducted formal presentation of component strategy to engineering, purchasing and quality management.Developed understanding of capabilities and strategies of major tier one automotive electrical suppliers, including; Delphi, Motorola, TRW, Kantus, and Matsushita. Spent six months in the Cost Research Group developing and applying cost models.