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.
• 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.

• 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.
• 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.
• 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.
• 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.
• 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.
• 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..

• 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.
• 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.
• 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.

Mba

Bachelors In Business Administration

Project Management, Building Business Acumen, Influencing For Impact

Associate In Arts