Gina M. Tossetti Email & Phone Number

Livermore, Ca

Global supplier management covering $150M in annual spend to ensure cost, quality & delivery. Commodities include vacuum valves/pumps, pneumatics, power supply, motor/motion controller, flow/pressure, FFU, packaging/crating, silicon products and precision cleaning.• Exceed cost reduction goals at >5% ($1.5M) year-over-year through component cost reduction, rebate, preferred payment terms and value engineering programs.• Reduce long-lead time components to 6 weeks through consignment, inventory stocking agreements and long-term PO’s to improve overall product lead times and the company’s competitive position.• Negotiate contracts such as non-disclosure, purchasing, consignment, inventory stocking, product development, and equipment/tooling agreements in support of strategic programs.• Perform QMS facility audits partnering with Quality Engineer to ensure manufacturing, quality and operations processes are in line with industry standards.• Coordinate quarterly business reviews to monitor/improve performance. Arrange supplier capability assessments to educate engineering and quality organization and ensure proper supplier selection.• Investigate liability claims and negotiate resolution.• Work with suppliers and quality organization to meet balanced scorecard objectives.• Develop annual sourcing strategies and rationalize the supply base to only include strategic suppliers with the infrastructure to support the growth in business.• Support engineering and quality organization on product improvement programs to resolve system performance issues for strategic customers to promote future sales and market share gain/retention. • Lead supplier capacity expansion program. Worked with peer SBM’s to grow capacity with 60 strategic suppliers enabling the company to meet growth and revenue objectives.

Managed high priority supply chain projects to ensure continuity of supply so that customer satisfaction goals and service level commitments are met. Critical initiatives include supplier development, supplier disengagements, supplier financial/operational health reviews, resolution of highly constrained parts and engineering CIP’s.• Improved supplier delivery performance through forecasting, production planning, system/process improvements and resolution of raw material/equipment constraints, which improved overall supplier on-time delivery from 60% to 93% and allowed the company and customers to meet revenue commits.• Led sourcing activities during severe downturn for suppliers who suddenly exited a business segment or simply went out of business. 80% of parts were developed and qualified with new suppliers within 8 weeks, ensuring no interruption of supply. • Improved refurb cycle time from >85 days to <35 days for critical assemblies through manufacturing/process improvements and dual sourcing, which translated to a 30% cost reduction for customers who typically purchase new assemblies. • Procured capital equipment and highly constrained materials on behalf of suppliers, which allowed the company to meet customer commits on tool orders as well as spare part orders and generated multi-million dollars in revenue.• Managed dual sourcing initiative to improve quality and reliability for vital components, saving the company $7M per year through reduced manufacturing costs, avoidance of replacement units and market share regain. Program won Engineering Technology Award in 2009.• Facilitated global constrained parts program. 90% of constraints were resolved in <8 weeks, which allowed the division to meet customer commits and significantly reduced executive escalations.• Reduced global inventory by $30M during severe downturn to align with shrinking forecasts and sales volumes through in-depth reviews with suppliers, planning, product divisions and purchasing.

Operations focal to the North America account teams and customers. Championed and facilitated rollout of key programs/initiatives designed to improve on time delivery, operational efficiencies, customer satisfaction and improved profitability. • Led task force during ramp and improved service level for strategic customer by 17%, reduced downtime to <1% for two critical fabs and improved overall scorecard by 10%, which placed division above goal. • Managed cost reduction program to retain/regain market share, which resulted in a $450K annual cost savings for strategic customer through repair, refurbishment and part life extension.• Responded to escalations and published postmortems. Streamlined process for accelerating deliveries and statusing critical parts, which significantly improved customer satisfaction and eliminated daily escalations to executive management.• Collaborated with planning and purchasing to validate/streamline forecasts and deliveries to improve customer performance metrics and quarterly scorecard.• Communicated spare part obsolescence, managed new part qualification and transition activities with account teams/customers to minimize production disruptions. • Implemented standardized performance metrics across all procurement, logistics and customer service groups and developed consolidated dashboard for tracking and executive reporting, which highlighted problem areas early and enabled the division to implement controls and improvement plans. • Organized and facilitated daily executive reviews and quarterly forum with CFO to report success criteria, metrics performance, improvement plans and progress.

Mba

Bachelors In Business Administration

Project Management, Building Business Acumen, Influencing For Impact

Associate In Arts