Developed Strategic Supply Chain Management Business Plan and roadmap for future to ensure Standard Operating Procedures continue to meet Regulatory requirements. Served in multiple Interim Supply Chain Management roles throughout ongoing hiring processes. Provide ongoing education, coaching, and mentoring for all levels throughout the organization.

Authored extensive assessment plan of Supply Chain Management to include people, process, technology, financials and service including current state, future state, recommended action plans, goals, associated timelines and cost impact with a guaranteed 2:1 return on investment. Identified contract conflict and re-negotiated agreement to eliminate liquidated damages, saving $300K annually over remaining contract term of 3 years. Implemented competitive sourcing process for capital equipment resulting in acquisition savings of $150K and 2 additional warranty years. Provided new service line equipment competitive bid process and negotiation resulting in $250K savings.

Provided expertise and support to clients in strategic sourcing strategies, competitive procurement events, contract development, management and administration. Extensive strategic relationship building with executive leadership, physicians, and clinicians. Contributed and directed cost reduction strategies through robust data analytics, trends and forecasting, through diligent project management and strategic partnerships resulting in process improvements yielding multi millions of dollars in savings.

Enhance and support cost reduction strategies in Orthopedics, Spine, Trauma and Biologics for multiple healthcare entities. Provide consistent process framework with single point messaging to the vendor community to support required outcomes in meeting executive strategy targets. Regulate approved supplier list to reflect active and current vendor purchase agreements through data analysis and appropriate action with agreement addendums to maintain accurate language and data elements, while ensuring cost controls are in place to reach maximum savings.

Leadership and oversight of all aspects Supply Chain Management including the development and implementation of a competitive procurement process, favorable contractual terms and conditions, and a strong value analysis infrastructure. Responsible and accountable for strategic partnerships, contract management, acquisitions, logistics and capital budget oversight for overall organization. Change agent for actions and initiatives related to non-labor cost reduction and subject matter expertise for non-labor cost containment. Achieved implemented savings of over five million dollars within a rolling twelve months. On-going collaboration with leadership team in establishing the organization’s operational plans and accountability for the implementation of goals related to non-labor cost containment and identified savings opportunities.Established and provided systems that ensured standards of care and service levels established by service level agreements were met in each assigned area of responsibility. Assessed areas of opportunity for growth and developed action plans that were integrated into the business plan. Provided strategic direction consistent with the organization’s mission and based on industry forecasts for assigned functions. Supported continuous performance optimization by maintaining quality improvement standards. Measured performance against Key Performance Indicators, and developed and implemented action plans for critical areas in need of improvement.

Responsible for continuously improving supply chain strategy to meet both short term and long term business objectives which are aligned with the Vision 2015 Strategic Plan, ensuring that each of the department functions utilize Lean principles and sustain a Lean environment for each of the core functions of Supply Chain Management, which include: Value Analysis, Strategic Sourcing/Contracting, Procurement, Operations, Mail Services, Laundry/Linen and other support departments assigned to the department, development of Supplier Diversity programs, Group Purchasing Organization (GPO) administration and adherence to relevant Cook County regulations as they apply to Cook County Health and Hospitals System (CCHHS), and functions at an executive level as a direct liaison to the C-Suite of the health system.

Re engineering the Supply Chain Organization including Central Sterile Departments to attain a Best Practice Organization through business principles, out of box thinking, and process improvement. Maximizing the utilization of existing electronic solutions, while evaluating and implementing complimentary architecture to minimize human intervention. Building strategic relationships with key players to include the Board, Finance Committee, and Physicians while saving in excess of $3.0M. Accountable for $50+M in medical/surgical products, $ 150+M in capital and service agreements and $50+ M in expansion and renovation.

Responsible for the transformation, leadership and direction for activities involved in the acquisition and distribution of supplies, services and capital equipment. Standardized supply chain management structure and processes utilizing evidence-based practices to evaluate and select products, equipment, technology, and services to enhance quality and safety in the best interest of those served while optimizing financial performance. Worked with corporate and all operating units in supply chain operations to develop and implement long- and short-term strategies that optimized the total delivered cost of clinical and non-clinical supplies and services while maintaining high quality, safety and service to those served. Collaborated with other senior leaders to develop a solid understanding of foundational philosophies, goals and objectives. Performed financial and operational assessments of strategic opportunities and presented findings and recommendations to executive leadership.

Directed all aspects of Materials Mangement in support of the system financial and customer service goals and objectives. Identified, established, and maintained strategic partnerships with key business partners in supportof the system's strategic business plans. Worked with senior executives to turnaround a deteriorating financial situation, and delivered $11+ million in cost savings and $6+ million in revenue. Contributed to success by establishing best practices in materials management, modifying outdated procedures, establishing new teams. Spearheaded materials management operations for eight facilities, and was in charge of $90+ million in healthcare supplies, $200+ million in capital assets, and more than $75 million in professional services.

Challenged to rebuild the Materials organization from a business perspective resulting in redefinition of roles and responsibilities, introduction of management by objectives, redesigned the physical logistics layout to increase efficiencies, established performance measurement goals, and implemented state of the art technology. Assumed accountability for materials management operations following the acquisition of two hospitals. Negotiated price agreements and contracts for 10,000+ products, integrated information into a MMIS system, realigned products across several facilities, and maintained supply costs.

Sr. Staff position accountable for development and oversight of self directed work teams in support of all operational issues, standards, procedures and financial compilation, analysis, dissemination, quality, workforce training, executive presentations, and labor relations for union personnel. OPerated in a matrix environment with direct operational accountability in support of over 600 Engineering and Construction staff.

Directed the activities of employees located in 7 locations across the US who scheduled customer orders, established stocking levels and adjusted marketing demand forecasts in support of net sales of over $600M while controlling inventory investment of over $130M through total quality management (TQM).