Jim Stemple Email & Phone Number

Savannah, Ga, Us

Nordhavn, Capital Region, Dk

Falls Church, Va, Us

Monroe, Louisiana, Us

Led, guided and managed the team responsible for procurement of $100M+ annual spend on more than 3M tons of raw Fiber material for three 24/7/365-operating pellet mills generating over 1.5M metric tons (MT) of pellet production annually, and for procurement & inventory management of over $200M in maintenance, repair & operations (MRO) equipment & services used by US pellet mills and port facilities. Drax Biomass (DBI) is a subsidiary of Drax Group plc, a UK-based electrical power generation company. In 2020, added duties & responsibilities to provide Procurement support to the Drax US Capital Projects team, which was tasked to design & implement projects to take DBI from 1.5M MT to 5M MT annually by 2028. Besides setting strategic guidance and maintaining Cost, Quality and Service requirements and ensuring proper Sourcing methods were utilized effectively and efficiently, position was also responsible for ensuring supply chain compliance with federal, state and local regulations, while meeting sustainable forestry practices and MRO inventory control. Cost controls and negotiations supported bringing DBI to first profitable year in 2017; set yearly EBITDA records on 2018 & 2019, and in 2020, business is currently best performing division in the Drax Group. Supply chain met standards for and maintained Sustainable Biomass Partnership (SBP) certification in 2017 & 2018, and re-certification in 2019. MRO inventory controls finally implemented in early 2019 took physical inventory accuracy from <70% to 99.6% at end-of-year closing.

Bethesda, Maryland, Us

Responsible for $160M annual spend executed by a 25-person team on more than 5M tons of raw Fiber material for six 24/7/365 production pellet mills generating over $500M in annual revenue, and for Fiber Sourcing plan for a seventh mill due to go on-line in July 2016-Annually delivered 4% deflation (over $11M in two years) while increasing volume by 6%, despite increasingly tighter and higher cost specifications-Led two profitable P&L centers within the Fiber Sourcing function, one to increase supplier capacity of strategic feedstocks, and one to maintain stability of a specific feedstock market – goal was to avoid losses; actually contributed over $1M in EBITDA-Established tollgate rigor in Logging Capacity Acceleration Program P&L to ensure success of individual projects-Developed & implemented term Purchasing Agreements and process to ensure all fiber suppliers met company Terms & Conditions

North Andover, Ma, Us

Responsible for $715M annual spend executed by 78-person team across four customer platforms, three geographic regions (North America, Asia, Europe), and 27 manufacturing & 8 distribution sites worldwide-Delivered $27M YOY net deflation (3.8%) on purchased Direct Material, while maintaining >95% Supplier On-Time Delivery, and >99% Supplier Quality Acceptance Rate-Smoothly transitioned over 6,000 purchased SKUs to meet United States lead-free regulation by end of 2013-Implemented tollgate/stagegate rigor in direct material productivity program

Palm Beach Gardens, Fl, Us

GE Security business was acquired by United Technologies (UTC) in Feb, 2010Responsible for $500M annual spend executed by ten-person team. Served as business & industry acquisition management expert for Finished Goods (includes Contract Manufacturers and OEMs) commodity across entire UTC Fire & Security (UTCFS) business; led the development & execution of long-term, global commodity strategies; drove the integration of strategies into the design & manufacturing objectives as well as supporting market strategies; developed complex, global & comprehensive supplier/buyer contractual & strategic relationships; developed negotiation strategies and drove negotiations to achieve stated goals & objectives; drove commodity supplier selection, development & overall supplier management.-Achieved 4% productivity YOY with no impact on OTD & Quality

Boston, Ma, Us

-Responsible for $275M spend and served as business & industry acquisition management expert for Contract Manufacturing, EMD+ (electromechanical devices such as printed circuit boards, transformers, etc., + other items such as packaging & plastics), and Metals commodities across GE Security-Averaged 3.7% deflation annually while reducing leadtimes by over 30%-Developed, implemented & led Direct Material Productivity process across enterprise; generated $35M in annual Cost Out

Served as the Joint Air Defense Operations Center (JADOC) Deputy Task Force Commander, assisting the Commander in providing command & control of Ground-Based Air Defense (GBAD) as part of the National Capital Region Integrated Air Defense System (NCR-IADS) in support of Operation Noble Eagle. As Chief of Staff, supervised & guided Staff activities and coordinated contractor support and activities to efficiently serve mission needs and ensure commander’s intent was executed. Facilitated joint service and interagency coordination with Continental United States NORAD Region (CONR), United States Secret Service (USSS), United States Capitol Police (USCP), Transportation and Safety Administration (TSA), Federal Aviation Administration (FAA) and other local & national agencies, to facilitate unity of effort in pursuit of mission accomplishment. Provided oversight of Task Force liaison activities.

Schenectady, Ny, Us

Responsible for the Supply Chain Quality (includes Supplier Quality, internal Solar Process and Product Quality) and Customer Service Quality, and Six Sigma Departments for Solar Technologies business; senior staff position reporting to business General Manager-Implemented Cost of Quality (CoQ) and Cost of Failure (CoF) metrics at this new acquisition, establishing a baseline for Solar and providing tools to drive business decisions; reduced CoQ by 45% YOY, from an initial 11% of Sales to <6%; maintained CoF at virtually 0%-Per customer feedback, established GE Solar's reputation for world-class module product quality-Successfully drove and supported three NPI projects: 130W, 185W and 200W (industry leader) modules; and seven productivity improvement projects. Productivity projects resulted in $4.5M in savings & revenue generation in 2005 & 2006.-Established a Six Sigma program that trained 99% of salary employees in Six Sigma methodologies, and certified seven new GreenBelts-Completed the Supplier Quality Engineer (SQE) Orientation Course and developed a Supplier Qualification program with the Solar Sourcing Team. Conducted five initial supplier qualifications and one supplier audit that enabled business to partner with suppliers capable of meeting business's growth needs.

Schenectady, Ny, Us

Indirect Sourcing position responsible for developing, defining and driving strategic Sourcing of Facilities and Facility Services across 570+ GE Energy sites worldwide. Manage $291M annual spend for Facilities, Facility Leases, Construction, Renovation, Demolition, and Facility Services such as landscaping, HVAC maintenance, janitorial, security, food, waste removal, painting, office moves/adds/changes, etc.-Developed GE Energy-wide contract templates for internal Construction projects, and established competitive process for bidding on Architecture & Engineering (A&E), Mechanical, Plumbing & Electrical (MEP), and other key services to ensure best market pricing was obtained while still meeting all specifications; successfully implemented both on 30+ projects, including renovation of over one million square feet of manufacturing space & over half a million square feet of office space at GE Energy’s largest site, and a 1,200-person commercial office space renovation, consolidation & move at GE Energy’s headquarters in Atlanta, GA-Delivered over $13.5M (9.5%) of cost-out annually on the $140M Facility Services spend

Schenectady, Ny, Us

Implement/Drive Six Sigma Quality Strategy; lead cross-functional teams in application of Six Sigma process to achieve breakthrough levels of improvement in Quality, Cycle Time & Cycle Variation Reduction, On-Time Delivery, Total Cost-Out and Safety; coach teams in application of Six Sigma tools.-Mentored to closure 49 Six Sigma projects with total savings of over $1.6M, and Customer Impact of over $25M, against 2001 goals of closing 40 projects and saving $900K; also mentored five Cell members to Green Belt Certification-During reduced Rotors COE Black Belt manning levels due to manpower changes and extended absences, also supported Manufacturing Engineering, CAD/CAM, and Production Control Cells, mentoring to closure 14 projects with total savings of $1.13M, and mentored four members of these cells to Green Belt Certification-Also assigned as Black Belt in support of the Maintenance Management System (MMS) Project Team, both to be the Quality Lead for the Digitization PMM tollgate process, and to mentor project team members on associated Six Sigma projects. This effort greatly enhanced personal knowledge of the entire Manufacturing Services & Equipment Maintenance operations, as well as providing familiarity with the new Maximo/MMS system-Served as integral member of the Quality Team supporting the Blades Cell Material Review Board (MRB), gaining significant personal knowledge and familiarity of manufacturing processes & shop operations, and form, fit & function requirements, of GE gas turbine stator blades and blade rings

Recalled to active duty shortly after 9/11, when Reserves unit assumed the duties of an active duty Army unit deployed to Iraq.

Chicago, Il, Us

Lead efforts to improve supply chain (make & buy) process quality and product reliability throughout Propulsion Center of Excellence, which produces all electromechanical motors and other devices for GE locomotives, transit, Off-Highway Vehicle (OHV), Unit Exchange (UX) and renewal parts sales. Supervise 10 exempt Supply Chain Quality Engineers (SCQEs) and 25+ hourly auditors, including incoming inspection section, coordinate measuring machine (CMM) operations and gage calibration program.-New COE organizational structure developed at end of 1999 using DFSS & CAP tools enabled COE to become most successful GETS COE YTD, despite 20% reduction in salary headcount-Perseverance at communication & relationship-building with field Global Service teams & SupportEngineering group made COE a GETS model for problem-solving and product reliability improvement-Passed June 2000 LRQA ISO recertification audit of entire production area with only one observation; auditor also specifically noted quality review and reliability project processes as outstanding-Attained Six Sigma Black Belt certification 9/5/2000-Attained eBelt certification 10/6/2000

Chicago, Il, Us

Sourcing expert on team determining resources needed to overcome upcoming business capacity restraints; develop decisions into projects, and manage accordingly by: finding and/or developing best sources of supply, placing RFQs, evaluating & analyzing potential suppliers' capabilities, leading supplier qualification process, placing sample purchase orders and initiating NCIs, driving qualification of samples, and transitioning to full production. Act as critical liaison & interface with GETS' Production Sourcing and Global Sourcing teams. Use Tollgate and SixSigma procedures to maintain process integrity and assure procurement of high-quality materials.-DC locomotive gearcase project saved GETS $98K and avoided farmout premiums totaling $100K in 4Q 1998, with projected savings of $661K in 1999-Alternator frame & framehead project provided GETS with backup supplier for critical parts, at higher quality than currently made in-house-Overall team efforts directly contributed to reduction of GETS' 1998 farmout premium to one-fourth of initially projected amount ($4M vs. $15.6M), while increasing plant production capacity from 17 to 20+ locomotives/week

Chicago, Il, Us

Procurement of medium to high-dollar castings and forgings for GETS Propulsion/OHV production; determine best sources of supply; negotiate price, delivery and quality level, as well as terms and conditions; place purchase orders; develop new sources of supply; resolve receiving and invoicing problems; and establish sound business liaison between suppliers and GE-Negotiated commodity price deflation of $500K in 1997 and $1.1M in 1998-Reversed prior inventory performance with 23% decrease in early material delivery while improving customer service levels 50%-Resolved almost $2M in delinquent supplier payables accounts-Re-established relationship with key casting supplier, resulting in multi-year deflationary price agreement and significant quality & delivery improvement-Bullet train team leader, backup to Sourcing Manager, certified as C.P.M. in 12/1997

-J2 (Intelligence Department) Exercises Officer, U.S. Central Command: Constructed, implemented, maintained, and supervised a comprehensive program designed to meet national and command training objectives by presenting personnel with a simulated yet realistic situation which required resolution using the same procedures used in real-world situations. Program took major projects from budgeting and planning, through execution, to an evaluation phase which recommended and ensured accomplishment of corrective actions based on causal analysis of identified problems. International work included developing and supervising highly sensitive interfaces with foreign governments and their military agencies, and familiarizing them with U.S. command procedures. Also required creating and maintaining a positive interface with national-level agencies and the armed services. Advised command on feasibility of various computer modeling & simulation systems for use in exercises.-Intelligence Officer, MAG-13 & MAG-39, 3rd MAW: Provided direction & guidance in determining, coordinating and preparing intelligence requirements in support of peacetime and wartime Marine aviation operations. As director of a 12-person shop, other responsibilities included providing daily briefings and threat estimates to the commander and his staff; preparing summaries, reports and annexes with appropriate appendices; maintaining readboards, files and situation maps; managing all resources to best accomplish unit mission; and ensuring personnel maintained job skills through a comprehensive training program. Deployed to Operation Desert Storm as the MAG-50 S2.

-Marine Engineer Operations Officer, MWSS, 3rd MAW: Utilized 100+ personnel and $5M+ worth of equipment to coordinate and provide material handling support (loading and unloading cargo with cranes and forklifts); heavy construction support (building tactical emplacements and facilities utilizing bulldozers, excavators, etc.); utilities needs (providing electricity and potable water with power generators and water purification systems); bulk fuel demands (handling & dispensing aviation fuel with tactical systems); light engineer construction support (building temporary lodging facilities, barricades, barbed wire security obstacles, etc.); and motor transport requirements (providing ground transportation using cargo trucks, liquid tankers, etc.). Also oversaw maintenance and training programs of above personnel and equipment.-H&S Company Commander, 3rd CEB: Directed the administrative, training and lodging functions of the 155-man headquarters staff of a 600-man combat engineer battalion, including the supervision of a permanent dining facility and a military housing high-rise apartment complex.-Combat Engineer Platoon Commander: Led 40 personnel providing demolition and construction support to Marine infantry battalions during deployments & exercises in Okinawa, mainland Japan, South Korea, Thailand & Philippine Islands.