Will consider short tetm Supply Chain consulting assignments.

Global responsibility for the complete Supply Chain from Source to Deliver. Overall responsibility for tactical and strategic sourcing, logistics, sub-contract (Domestic and International), planning, storeroom , warehouse and customer service . Re-organization of Sourcing to split Strategic and tactical groups which allowed for the elimination of all supplier risks due to sole sourcing and economic conditions.Improved supplier on-time delivery by 20% to highest level in company history.Improved Customer on time delivery by over 35% year to year.Met all budget requirements for departmental expenses and exceeded BOM targets by 12%.Completed forced ranking and developed succession plan for all departments.Met all inventory and other working capital targets.

Global responsibility for sourcing for the Lighting Product Division, as well as, Packaging and Metals for all of Philips. Total spend responsibility of approximately 5 billion Euros. Returned to Philips, at their request, to improve the effectivity and efficiency and build a world class purchasing and fulfillment organization for a very vertically integrated Product Division. Completed 4 yr. contract and retired as per original agreement. Developed and implemented key performance indicators, which are measured on a monthly basis and have achieved the targeted results.Developed and implemented new Purchasing and Fulfillment Strategy for the Lighting Division.Met cost savings targets for all four years in times of ever increasing base material market pricing.Received the highest score in the annual Philips Employee Engagement Survey.Member of the Philips Sustainability Board, which achieved #1 in the Dow Jones Ratings.Developed succession plan for all key position holders, which included management development plans.Enhanced TCO approach, supplier connectivity and ratings.

Global responsibility for Strategic Sourcing and Global IPO's for Bill of Material and Non Product Related spend. Responsible for strategy development, supply chain processes and Total Cost of Ownership sourcing reviews. Member of strategic sales teams for Rockwell's largest customers.Developed and implemented Strategic Sourcing reviews for Fiscal years 2002 and 2003 which delivered record savings for both years.Manage 30 person strategic sourcing organization responsible for over $2 Billion in global spend .Utilized a very robust, fact based process that was developed in conjunction with McKinsey.Organized and implemented Consortium based approach on several commodities with Philips Electronics and Valmont. State of Illinois and Northwest Mutual Life are also interested in participating on indirect commodities.Lead supplier diversity initiatives on a corporate level.Member of Rockwell's supply chain steering committee.Responsible for the outsourcing of several commodities and assemblies to China and Malaysia which substantially improved operating profit while maintaining adherence to customer expectations and working capital requirements.Lead continuous improvement efforts on commonality and supplier rationalization.Participate on CPO and Supply Chain roundtables (with Fortune 100 companies) sponsored by McKinsey.

Global responsibility for Strategic Sourcing and Operational Fulfillment of all Bill of Material and Non Product Related expenditures. Charged with the task of long-term financial performance and minimizing working capital requirements while ensuring that supplier value chains were improved.Developed and implemented The Purchasing Process Roadmap, now utilized by all of Philips. Attained highest scoring level within Philips.Sponsored North American supply chain cycle time reduction team in 2001 that placed 1st worldwide in the Philips Improvement Competition that included over 2200 teams. Source piece of the chain reduced from 102 days to 28.Member of the steering committee for successful SAP implementation. Continuous cost improvements (over tenure) by utilizing commodity teams, leveraging, reverse auctions, and outsourcing. Developed TCO (Total Cost of Ownership) approach now used within Philips. Simplification also allowed for greater involvement in PCP (Product Creation Process) and in Supplier Partnerships. .Implemented Strategic Sourcing Initiative, including elements mentioned above, which led to Bill of Material reductions for 4 years that exceeded all targets. Bill of Material reductions were in excess of 7% each of the 4 years.Sponsored and participated in 5 "Black Belt" projects all of which led to breakthrough cost reductions.Developed first Strategy, Management Development Plan and Succession Plan for BG Purchasing function.Awarded Philips Gold Medal for Non Product Related Initiative - MRO Team.Implemented commodity strategy development and Leadbuyer approach to address all regions including detailed SWOT and portfolio analysis.Led Purchasing synergy teams after acquisitions.Member Philips Purchasing Core Team, Philips Travel Advisory Board and North American Purchasing Board.Developed and implemented metal hedging program for Philips worldwide.

V.P. Purchasing and Installations; Led Corporate-wide Continuous Improvement Program.Responsible for all expenditures of $1 billion Fortune 500 CompanyImplemented several cost and cycle time reductions resulting in more efficient purchasing and installations operations and improved bottom line.Developed Installation Department into top profit center in Corporation

Complete bottom line responsibility for the Canadian Material Handling Subsidiary, including day to day operations.Performed as both the President and CFO while searching for replacements and continuing operations during and immediately following a prolonged strike.Developed strategy and business plans that were met and exceeded for both years.