Experienced in global sourcing, supply chain and logistics with international chemical and cement companies. Often called upon to assess end-to-end supply chain and organization's capability in a global and dynamic supply market. Currently looking for a new leadership opportunity. Please contact me through LinkedIn or jta1926@gmail.com.

Led organizational restructure of legacy business and all global manufacturing and supply chain assets through a team of 8 direct reports, a total staff of 1000+, and managed a multi-million dollar budget.• Achieved significant cost reduction with 100% customer service. Plan included: Restructured manufacturing and product supply chain across US, China, Thailand, and France Developed multiple new global sourcing partner relationships Devised a sophisticated logistics support plan across all modes with emphasis on rail, truck, and marine.• Improved working capital. Reduced inventory by implementing Sales Operations Planning, SOP and negotiating new A/P terms with suppliers.• Standardized new integrated performance metrics in a monthly Operations & Supply Chain scorecard.• Established a single fully integrated process for capital management of all global projects inclusive of teams, electronic status tracking, budget control, and reporting consistency.

Developed long range strategies for sourcing and logistics to drive efficiencies and build leverage across the global enterprise through a diverse, international team of 6 direct reports. Purchased chemical and non-chemical raw materials, indirect goods and services, all transportation modes, imports and exports. Company Officer, member of senior leadership team, and interacted with the Board of Directors.• Developed and led an enterprise-wide process improvement strategy under the banner “One OMNOVA”: Reduced costs by integrating sourcing and logistics  The "One" approach was subsequently adopted as the model for re-engineering other business areas.  Spearheaded IT improvement initiative to remedy master data and info record inconsistencies in SAP across sites and regions through cross functional teams resulting in improved data accuracy for cost management. • Established a local Asian sourcing function and recruited high performing team based in Shanghai, China improving ability to access new products and manage through raw material shortages with alternative sources for various olefins, aromatics, acrylic acid and esters, resins, paper, specialty organic and inorganic chemicals. • Member of executive team involved with the Eliokem acquisition due diligence and integrated company on time and on budget met all synergy goals.

Recruited to develop a fully-integrated strategic approach to purchasing with cost savings objectives during a period of high inflation.• Deployed a structured strategic sourcing methodology that utilizes common processes, tools, and metrics for developing commodity and supplier strategies, improving functional performance, calculating and measuring savings, and monthly management reporting. • Influenced leaders from R&D, Engineering, Manufacturing, and Sales & Marketing to shift thinking and break paradigms through data analytics and building common ground to reduce costs while maintaining integrity.• Spearheaded an alternative supplier development project enabling cost reduction, supplier diversification, and risk reduction. Used Lean Six Sigma techniques globally for supplier qualification and KPI measurements.

Promoted to lead a global procurement leadership team in Asia, Europe, North and South America with a staff of 140 worldwide. Scope covered a range of basic and specialty chemical raw materials, packaging materials, merchandise purchased for resale, equipment, support services, and consumables used to manufacture paints, adhesives, and specialty coatings. Member of the international executive management team and held key role in acquisition integration of ICI Paints and AkzoNobel Decorative Coatings businesses. Reported to CEO.• Established a world class purchasing organization and improved financial predictability. Delivered a financial contribution from procurement savings. Developed and launched an ongoing and disciplined process of associate capability assessments, gap identification, and development resources (eLearning, mentoring, OJT) to drive continuous improvement. Implemented standardized tools and processes for developing sourcing strategy, cost modeling, negotiation, supply base optimization, supplier analysis, sharing market intelligence, and for reporting savings.• Organized and led a global cross functional business team to evaluate, promote, and launch a product packaging standardization program.• Created a sourcing team for retail painter’s supplies saving 30% by sourcing in China and SE Asia. • Launched a program to develop local supplier capability in China, India, and Ukraine for key raw materials - first year achievement of 4% share, second year at 7% share with a 9.4% lower total cost.

Directed procurement for coatings and adhesives business in North America including chemical raw materials, packaging, services, and consumables for 8 manufacturing sites in the U.S., Canada, and Puerto Rico. Led a staff of 11 and reported to CFO.• Reduced cost by material substitution, re-formulation, and supplier and material rationalization.• Led global cross-functional leadership team (8) supporting supply chain initiatives. Results included: Organized formal short and long-term sourcing strategies for raw materials and packaging. Established metrics used globally for key raw materials and hydrocarbon feedstocks to predict and measure cost movement, opportunities, risks, and to support data-based decision analysis. Strengthened internal cross-functional communication by creating a monthly review process of shared objectives with R& D, Supply Chain, & Marketing at all locations (India, Asia, Europe, Americas). Established a formal training and skills enhancement program for the purchasing group globally.• Initiated senior management quarterly strategic reviews that drove support for purchasing cost out initiatives.  Assessed materials, collaborated with R&D to reformulate products, negotiated with specific suppliers, and used Six Sigma and value engineering techniques driving $4 million of cost out of the business.• Executed a supplier eBusiness initiative that included sourcing, RFx, reverse auction, procurement transactions, supplier owned and managed inventory.• Implemented a supplier development program to communicate requirements and measure performance.

Directed domestic and international sourcing, planning, and purchasing of materials and services including: finished chemical products, raw materials, equipment, parts, merchandise for resale, capital projects, and all outsourced goods and services. Led 12 direct reports, with a direct and indirect spend of $635 million. Reported to CEO.• Created and delivered a 3-year cost and inventory reduction plan yielding $6+ million in rebates (a 66% increase) and a 21% increase in gross margin (6 points) through a combination of alternative sourcing, competition, and professional purchasing management. • Improved working capital $7 million by launching a supplier owned and managed inventory (SOMI) program at plants and distribution centers for chemical products and raw materials, packaging, and parts.• Decreased costs 24% by reducing number of key chemical suppliers.• Reduced packaging SKU’s 50% by installing in-line labeling, conversion from paper to polyethylene, and SOMI. • Sourced generic chemistry reducing costs and enhancing private label brand through value added products.• Expanded raw material sourcing to Middle East, South America, Australia, and South East Asia. • Established key performance metrics including profit / value contribution, supplier reliability, raw material benchmarking, progress against plan, PO accuracy, and SOMI performance.• Outsourced liquid packaging operations improving quality, flexibility, and cost.

Directed raw material purchasing across 9 manufacturing & mining operations in North America whose annual purchases exceeded $400 million. Organized purchasing practices, creating a focus on value and established a team to develop international purchase opportunities with business units worldwide. Reported to VP Operations.• Organized isolated NA purchasing function into a collaborative team with common objectives and business plan.• Saved $4.4 million on key spend including kiln fuel, packaging, equipment. • Led an interface with procurement groups at Blue Circle operations globally to negotiate an international chemicals contract and to source grinding media from China.• Led global team in the selection of Oracle ERP, contract negotiation, and rolled out applications worldwide.

Directed staff of 5 accountable for procurement across 29 manufacturing, marine fleet, and distribution facilities. Responsible for capital project planning, engineering and construction contract negotiation, heavy industrial & mining equipment, energy (electric power, natural gas, coal), raw materials (gypsum, silica, iron, grinding aid, chemical additives), packaging, MRO supplies, and transportation (ship, rail, barge, truck). Reported to SVP.

Responsible for procurement at 10 manufacturing facilities in the U.S. and Canada covering coal, natural gas, petroleum coke, raw materials, packaging materials, inbound marine, lake, river, rail transportation, and managed capital allocations to the U.S. operations. Reported to VP Manufacturing.