Responsible for the overall inventory management process emphasizing reduced inventory levels and increased inventory turns.Determine strategic inventory plans that achieve business inventory commitments, while balancing customer lead time/business OTD requirements through the S&OP process.Manage the global supply chain, including the forecasting and flow of materials to support fast paced production across 3 shifts.Provide leadership and expertise for plant Materials Management function. Oversee a team of materials professionals and hourly teams led by supervisors across multiple shifts

Implemented several material cost take out projects resulting in $2.7MM in savings. Mentor & develop key dishwasher team members in managing part balance outs, forecasting/scheduling, and general Oracle skills. Launched multiple processes to help mitigate obsolescence and premium freight.

Analyze and evaluate the business value stream to implement business-critical process and system improvements in the areas of Forecasting, Deployment, Supply Planning, and Order Management. Lead the implementation of Oracle Global Order Promising (GOP) and other Oracle/ ERP initiatives.

Lead the Operations Team for the design, development, and launch of the Line 9 / 750 introduction.Developed process for checking sub assembled production to ensure adequate inventory levels, while insuring, systematically, counts were accurate, and raw material was being ordered.Mentored AP1 Materials Manager through the Oracle implantation/ launch. Established a process to improve the accuracy of the demand signal to the supply base.

Lead team to support 100% schedule achievement and 100% availability to customers for 2 different product lines (Hybrid Electric Water Heater line and Zoneline Air Conditioner line).Manage production scheduling, working closely with suppliers. Establish and maintain long term product forecasting. Lead the team through the insourcing and launch of our Zoneline Air Conditioner assembly line, introducing and revamping 45+ skus. Reduced inventory RIP by 40% in 2016 by reducing pre buys, and stabilizing scheduling/forecast.

Manage the 4 Material Control Specialists, controlling 1,600+ parts (foreign & domestic), 175+ suppliers, amounting in ~$10mm in inventory. Lead the team in reducing and rightsizing safety stocks, strategic delivery schedules, and limiting pre-buys, which reduced RIP by 20%. Lead the plant in 2013, 2104 & 2105 Physical Inventory.Provided critical leadership for the AP3 materials team in support of the ERP Oracle transformation. Excelled in training, leading & keeping the team motivated throughout the transition. Demonstrated strong commitment & dedication to ensuring production was not interrupted. Collaborated with finance, operations, & quality to establish new standard practices as well as finding new ways in utilizing Oracle as a tool for improvement in better decision making. Lead the effort to create a plan for every part (PFEP), focusing on storage locations and delivery points for every purchased part entering the factory. This PFEP will be the basis for floor space planning and supermarket structure, as well as a training document. Simplified the scheduling process by creating forecasts for GE internal suppliers. Created a best practice document for scheduling the 5 assembly lines. Scheduled, managed, and lead the materials team in a successful launch & floor load of 30+ new model launches. Lead the Dishwasher Recovery Team efforts in rebounding from the 2015 fire where 4 weeks of overseas inventory was destroyed. First Appliance Park plant to run full production, 6 days post fire. 2014 Supply Chain Impact Award2015 OMLP Outstanding Assignment Leader

• Managed 57 suppliers providing 203 parts resulting in $2.5MM worth of inventory.• Ordered and managed 50+ resins for the plastic injection molding plant. Responsible for ordering raw materials for the insourcing of 20+ parts.• Simplified delivery schedule of resins by switching delivery method from LTL to full truckloads. Also simplified raw wire delivery by introducing a new carrier, resulting in $70K in savings. • Collaborated with sourcing to coordinate the nylon supplier transition resulting in a cost avoidance of $500MM annually.

2 year program consisting of 4, 6 month rotations in a variety of supply chain roles. Materials Control Leader – AP3 Dishwasher OMLP (August 2012 to January 2013)• Managed 125 parts & 47 suppliers with a focus on raw steel, nylon, PVC, & plastic resin resulting in $2.0MM worth of inventory. Attained 98.4% fill rate & 95% schedule achievement.• Lead the design & implementation of internal part supermarkets to improve material flow across the assembly lines. Decreased downtime due to changeover and materials by 90%.Materials Control Leader – AP1 Laundry OMLP (Jan 2012 to August 2012)• Successfully managed the materials control desk consisting of 290 parts and 52 suppliers.• Primarily focused on packaging, plastic, small parts/ screws for the 3 Washer lines.• Maintained and managed the introduction of 84 new parts and product lines, while mitigating obsolescence costs without jeopardizing current production.Global Commodities Leader – Plastics and Packaging OMLP (July 2011 to Jan 2012)• Developed and executed a $10 million commodity strategy focusing on badges, literature, adhesives, and other miscellaneous packaging materials.• Negotiated a supplier agreement worth $320K of potential material/price savings.• Implemented a system to track when and what penalties to charge a supplier when quality (PPM levels) fall under a certain amount.• Identified over $1.2MM in missing GE supplier-held tooling that otherwise would have been written off the books in 2011.Process Supervisor / Business Team Leader- Paint Process OMLP (Jan 2011 to July 2011)• Supervised & managed 25 hourly employees in the paint- finishing department.• Created a supermarket of finished parts, improving safety, material flow, & visual management.• Implemented a Kanban inventory system, reducing inventory by 50% on 16 different parts. • Lead 3 lean action workouts, which resulted in a safer, more efficient way to schedule, present, and deliver painted parts.• 99% schedule achievement