Provide strategic leadership and direction for the Sales and Service Operations teams across Dallas, Fort Worth, and Shreveport, LA. Focused on strengthening Health, Safety, and Environmental standards, driving productivity in parts and service and achieving projected growth objectives.

Managed over $10M in incoming material flow daily for plant operationsManaged Office Union Planning Team and Cycle Counting Team and ProcessesAnalyzed and managed KPI’s for inventory controlLed and Coordinated API (Annual Physical Inventory)Worked closely with Transplace team to manage logistics from the supply basePrepared Weekly / Monthly Inventory Reports (Over/Under, Supplier Managed Inventory)Manage relationship with 100+ suppliers to ensure on time delivery of parts for daily operationsWork with cross functional teams to mitigate or resolve critical line down situationsManage SLA between SILC (warehouse) and Cummins Mid-Range Engine Plant, including Continuous Improvement OperationsResponsible for Performance Reviews

• Liaison between the materials team, customer account specialist, operations, and quality to support critical needs for order fulfillment for all customers• Received award for making PACCAR’s 100/100 list for the first time in history for Cummins • Managed daily operations of past dues from all PDC’s while working to improve KPI metrics• Weekly meetings with OEMs (PACCAR, Chrysler, Komatsu, John Deere) and PDC’s to improve processes to clear backorders and improve delivery of shipments• Performed required analysis to develop improvements within the groups• Researched root cause to identify barriers to success within all key material functions• Worked extensively with CAS and Marketing team to reduce the OEM’s scorecard measuresMarketing AnalystCummins, Incorporated August 2005 - May 2010• Partnered with business manager to negotiate and secure third party warehouse facility, to procure and repackage $200K and 2,350 pieces on average per year in materials for government client. • Researched various avenues for additional parts sales opportunities (U.S. and non-U.S. government). Provided quotations (RFQ’s) or recommended the appropriate distributor.• Led the bidding process for government business for engines and engine components• Paid all invoices for third party shipper through Ariba System with 100% accuracy. • Interfaced directly with multiple suppliers / service providers utilize to facilitate the business and ensure excellent service and performance. Provided monthly HHP performance cell.• Led Six Sigma project to reduce packaging cost as percent of sales for the government business by $480K.• Prepared monthly variance analysis comparing actuals to marketing’s AOP.

• Manage over $14M in inventory for independent and BOM requirements working with International and Domestic suppliers.• Maintain long-term valuable relationships with cross-functional teams (CAS team, Marketing, Operations, and Materials)• Develop process for manually planned (level-load) components for high-volume parts with various suppliers to improve customer FPF on Kits.• Managed supplier relationships to meet and exceed customer expectations. • Successfully completed sourcing project work to Cummins Global Analytics Center (GAC) in Pune India through building organizational capabilities, developing strong team from ground up, and transferring materials reporting to GAC India.• Led and managed supplier realignment project and negotiations with Service Tools Group improving parts availability and on-time delivery.• Trained and developed new hires/interns on planning-forecasting systems (Xelus and GOMS).