Evelyn Suarez Email & Phone Number

Boston, Ma, Us

Marlborough, Massachusetts

Manage supplier selection and ongoing participation on upstream medical device programs for Healthcare.Lead upstream supplier selection for contract manufacturing candidates. Identified and selected candidates willing and able to successfully partner on development activities, operate with uncertainty and stay sufficiently agile to alter strategy or direction as needed as new learning’s are applied.Prepared and presented executive updates for cost implications at each stage gate review prior to approving funds for our new product programs through clear and concise cost of goods sold updates.

Manage $200 million category spend in contract manufacturing and packaging for Kaz USA.• Delivered team savings of $14.5 million (32%) on total spend of $45 million for the largest medical device project in the company in twenty four months (24) by leading cross-functional project team to cost of goods success.• Exemplified as a strong team player and team leader.• Developed cost metrics and timelines that delivered well structured device and cost reviews with the project team and our strategic partner necessary to reduce device costs to meet cost targets.

Omaha, Nebraska

Managed $626 million category spend in plant materials and services for Region 2 consisting of Corn Milling, Texturizing Solutions and Malt business units.• Developed sourcing project portfolio for Region 2 through category analysis and stakeholder business requirements. Actively lead cross-functional sourcing teams.• Optimized and consolidated services supply base through trade rationalization that delivered stronger partnerships and more value added services to internal customers.• Optimized and consolidated material supply base through manufacturer to supplier analysis that defined the optimal supplier relationships for preferred manufacturers.• Evaluated supplier capabilities and manage supplier relationships to deliver optimal total value.• Developed and negotiated performance-based agreements that clearly communicate the required expectations of the key stakeholders. Measure performance indicators and manage corrective actions as necessary. Celebrate accolades where exceeding expectations.

Led cross-functional global teams responsible for Oral-B global packaging for new product launches during integration of Gillette’s Oral-B business into Procter and Gamble. • Led 35 global program initiatives that delivered new packaging for the Oral-B brand, in a highly dynamic, transitional environment. • Strategically aligned resources in Asia Pacific, Western Europe, and North America, that delivered program objectives, cost targets and launch commitments.• Developed and implemented global Portfolio Resource Analysis tool that improved senior management’s decision making for assigning limited resources. As a result, programs that delivered both return on investment and long term strategic objectives were approved and added to the global portfolio.

Led cross-functional strategic sourcing initiatives for assigned commodities. Negotiated all aspects of the supplier relationship, including contract terms.• Each year, consistently exceeded cost savings goals while maintaining on-time delivery and quality of commodities. In 2005, exceeded cost savings target by 358% for assigned commodities. In 2004, exceeded cost savings target by 205%.• Negotiated and saved $1.5 million dollars on a multi-million dollar warehouse maintenance service contract with the OEM in spite of proprietary restrictions.• Delivered high quality long-term performance-based supplier agreements that delivered better quality, service and pricing to the key stakeholders with clear performance objectives.• Achieved team savings of $4 million dollars (27%) on a total spend of $15 million dollars for 3 major commodities through vendor evaluation, negotiation and selection.

Developed the plant capacity statement. Analyzed the limiting production factors for lead times, material components, injection molding, slides, changeovers, batch sizes and other unique factors effecting production and supply. Developed findings and recommendations that improved capacity. Presented annual findings and recommendations to executive management. • Developed first ever plant capacity statement that incorporated our service agreement with demand planning which optimized operational efficiencies for maximum output with shortened lead times and improved flexibility.

Recruited and promoted into this position to establish and develop this new role. • Developed financial analyses that supported the sale of the ethnic hair care business and harvest brands. Worked closely with Corporate New Business Development and Legal to prepare the necessary information for this sale in strict confidentiality. Developed liability projections, service fee charge-outs and inventory records.• Planned, managed and led the outsourcing of contract packaging for Blades and Razors and Personal Care. This was the first time ever the Blades and Razors business was sent to an outside location for packaging. Managed the high risk factors through onsite security surveys and developing highly restrictive inventory management procedure that ensured the containment of our inventory with the outside supplier.• Developed pricing formulas for contract packaging and worked with Procurement to implement this pricing arrangement.

Provided financial leadership on cost reduction strategies and activities. Reported operating results on a monthly basis to plant management. Analyzed and interpreted cost variances and highlighted key issues. Prepared the annual plan, business updates and monthly reporting requirements. • Recruited to be sent overseas on special assignment to prepare the 1993 budget for the United Kingdom manufacturing location.

Prepared and analyzed total Personal Care Division consolidated P&L. Reviewed individual brand P&L’s with each of the Financial Analysts and prepared cushions and drains analysis for Vice President of Finance. Promoted in place to this position after one year.

Provided financial leadership to brand management on all aspects of their brand P&L’s to ensure budgeted profit commitment is delivered or exceeded. Prepared and presented strategic business plans, budgets and business updates that accurately forecasted current brand financials to the Vice President of Finance and the Vice President of Marketing.