Spearheading sole and single source risk mitigation by having identified, proposed and qualified a number of alternative sources of supply in my first six months on the position.Re-implementation of ERP system including item master, MRP run scheduling, planning parameters and data integrity.Successfully addressed multiple operation stoppage opportunities presented in two of our three main manufacturing sitesReorganized purchasing department staffing in the California siteRestructure inventory material procurement and developed stronger strategy to engage supply base steering away from transactional relationships toward la a more strategic partnerships

Spectris plc. is a $1.2B corporate house for 14 different OpCos including: NDC, Omega Engineering, HMB, Red Lion among others, based in London UK, Spectris launched a global project to leverage spend and optimize processes to lean out its global operations an increase the bottom line• Leading the implementation project of Spectris global T&E process in North America including new corporate credit card program, T&E policy, electronic travel Booking and EMS (Expense management solution)• Coordinated Change Impact Assessment workshops to address and mitigate risk associated with implementing this first time global process amongst all 14 OpCos and their 22 Legal Entities in North America• Supporting EMEA, LAPAC and ROW projects• Directing the project with related suppliers

NDC is part of Spectris plc. a $1.2B corporate house based in London, UK. Global accountability for end to end supply chain between Irwindale, Dayton Ohio, Loncin Belgium and Maldon, UKGlobal supplier and contract manufacturing development in Asia (Shanghai/Suzhou, CHN; Bangkok, TH; Europe (Bern, Switzerland; Sheffield, UK) USA (San Francisco, CA; Cedar Rapids, Iowa and others) full SuperUser leadership in ERP (Oracle 12R) training procurement groups worldwide. Inventory reduction by more than $1M globally; OTD improvement to 95%+; full procurement group reorganization; Re engineered Customer Service spare parts supply chain implementing global ERP strategies; provided leadership implementing global travel management tool with CONCUR and established LTA with major car rental and hotel properties worldwide; designed and executed savings projects and pipeline for more than $800K running total.

 Improved on time delivery (OTD) from 88% to 98.5% through root cause analysis, pareto analysis and corrective action coordination with Quality, Engineering and Manufacturing departments Reduced manufacturing Lead-time from 10.1 to 7.5 weeks through demand analysis and data sharing with supply base on long lead time componentry Delivered inventory reductions for $1.3M resulting on Inventory turns improvement from 3 to 5.3 by reducing lead times on top commodities (Cable and Electro mechanical componentry from Far East), by implementing Make for hold , VMI, Kanban, and Demand Forecasting processes Created MRB (Material Review Board) process to ID and manage slow moving and obsolete inventory achieving the re-purpose of $200K in six months working with Engineering Product management and Sales departments Through Kaizen events, Implemented Kanban process which resulted in supply chain lead time reduction from 12 weeks to one week (transit time) to key customers and cycle time reductions by standardized work from order taking , purchasing, planning, packaging and shipping,  S&OP and DOP (Demand Optimization) process (from plant totals to by product hierarchy) and produced capacity planning tools to manage workload to balance supply / demand and enable work force decisions.

 Played key role in New Product Introduction team “Niagara” from Engineering Design to Contract Manufacturer selection and approval, charged with all componentry quoting, negotiation and business awarding responsibility. Achieved $100K in savings through LTA (Long Term Agreement) Contract negotiation with CM suppliers for NPI and Manufacturing Transfers by creating leverage with suppliers working with Engineering departments across company divisions Created Strategy Deck for Contract Manufacturer suppliers assessing and mitigating Risk through Risk assessment questionnaires and onsite supplier audits to verify accuracy. Drove & Executed Warranty/Service process yielding $180K in recovered expenses by identifying responsibilities through data analysis  Achieved Contract Manufacturer supplier integration and facilitated a major Supplier Transfer (Quebec Canada to Aguascalientes Mexico) Implement best practices (Commoditize products and monitor price index to manage cost change) creating commodity cards to monitor and standardize monthly reporting Ensured Supplier partner selection complied with all FDA Regulatory and Quality requirements Coordinate Supply base Specification updates via ECO, MCO through Master Control document control system.

Medical Device OEM in the Industry with over $2 Billion dollars in sales per year. Key customers in the U.S.A., Canada, Europe, Japan, LAPAC. Reports directly to the Director of Plant Operations in a 280,000 sq. ft. plant with over 2000 employees in Nogales, SON, Mexico. Implemented S&OP process achieving BETA Site status for Nogales plant (first from the entire corporation) Implemented and achieved Division benchmark status on Schedule Attainment Process Control; improving from 82% during implementation in October 2008 up to 97.4% YTD in 2010 Improved and exceeded goal of Customer Back Order with 0.2 Days (2010 YTD) Of Sales vs. goal of 0.3 Days of Sales via Past Due backlog root cause analysis and corrective action implementation. Produced favorable PPV for $2.3M (3% of spend) during 2009 through Commodity analysis and raw material price negotiation with Tier 2 suppliers, securing tier one supply cost control and negotiated long term price schedules accordingly Implemented the first Strategic Sourcing department of all BARD divisions including Commodity, market trend, supplier economics analysis and vendor risk analysis to foster partnerships with the supply base Through Cycle Count Process control, sustained IRA results of above 99% plant wide and negotiated to eliminate one of the previously two yearly wall to wall Physical Inventories Achieved continued improvement of inventory from 16.3 days (22.4 turns) in 2008 to 15.8 days (23.1 turns) in 2009 to 15.4 days (23.7 turns) in 2010 by negotiating supplier managed inventories, inventory consignment and closely managing and monitoring MRP master item set ups (Lead times, MOQ’s) resulting in net reduction on Physical Inventory space by 6,000 sq. ft. during 2009. Key player to have won the prestigious “Charlie” Corporate Quality Excellence Award for the Nogales site in 2009 by partnering with suppliers, visiting their sites and ensuring they will meet BARD’s stringent quality requirements.

Aerospace Industry manufacturing of heat exchangers. Tier one supplier. Main customers: Boeing, Airbus, Lear, Bombardier  Implemented a visual Kanban replenishment system at the MRO warehouse which resulted in elimination of material stock outs and OTTD improvement to 98.5%  Implemented “Short to Lead time Request” process control to measure and control long lead time process demand break-in to better understand, improve and mitigate gaps by measuring costs inherent to customer order expedites otherwise treated as regular demand resulting in improved OTTD to 98.5%. Trained in HOS system (Honeywell Operating System) and Completed Honeywell’s Green Belt Training course (Certification pending)

Telecommunication wire, block, harnesses, cabinets, fiber optic Contract Manufacturer International D.C Operations & Materials Manager Successfully transferred, set up and RAMP-UP a “rapid turnaround” production line from MX including: Hiring, Training, Certifying US work force; Customer Certification audit Passed on the first audit, no observations; UL certification audit passed on the first audit, no observations. Negotiated and implemented VMI Consignment Inventory programs to reduce replenishment lead time to zero Implemented process improvements, Designed and completed projects to improve IRA (inventory record accuracy) in the Hermosillo Manufacturing site from 60% to 98% by implementing inventory control tools, such as: ERP system failure fixes, Transaction audits, Auto-issue / back-flush location audits and discipline improvement by implementing Motivational award programs among the HMO (Hermosillo) Warehouse Personnel

Amphenol Precision Connector Design Division; (Military /Aerospace and Industrial connector, Injection Moulding and Assembly.)Plant Manager Managed to increase productivity from 40% to 90%+ by implementing Lean manufacturing techniques, such as, level loading, continuous flow, one piece flow and visual plant key metrics boards in every manufacturing cell. Improved inventory record accuracy from 50% to 98% by implementing inventory control tools, such as, cycle counting, inventory segregation in bins from a previous single massive back flushing inventory location. Improved inventory turns from 3 to 6 by means of Inventory management; ERP System set up improvements and improved communication with Strategic purchasing in Peabody Massachusetts. Reduced Operations cost per hour from $25.00/Hr. to $13.00 via Lean Manufacturing through process improvements, productivity improvements, rigid cost controls for Overtime and all other types of financial waste, improved material flow in the entire supply chain. Reduced DPPM’s from 5,000+ to 3,000 by leading QA and Engineering team to focus on Statistic data analysis via AQL implementation and decision making upon measured controls and daily data analysis to eliminate non-conformance reoccurrence. Achieved the transference from an empiric supported operation to a systematic approach in all areas involved (QA, Fabrication/Manufacturing, Materials, Maintenance, Tool Making, Injection Molding) Streamlined the communication between the materials teams in both MFG. locations, Peabody, MA. And Nogales MX by focusing on inventory control, MRP system cleanup and timely procurement of components to feed the system with quality components and raw materials Fixed/Improved the functionality of broken equipment transferred from Peabody, MA by allocating support resources by implementing predictive maintenance program for all equipment.

Amphenol Tuchel Electronics Division; Automotive Harness Tier Two ManufacturerMaterials Manager (Implemented SAP ERP system) Full production and operations transfer from Heilbronn Germany to Nogales Mexico Implemented visual Kanban from Raw material to finished good shipments Implemented ERP System SAP-R3 from scratch Implemented direct to customer distribution/shipping from MX to US. Successful Implementation of Ramp-Up and Heijunka MPS (Master Production Schedule) projects for the Mexico Plant. Successful Implementation of Kan-Ban in the Mexico Plant; for FG, WIP and RM commodities. Successful implementation of Cycle Count Process Control project to drive IRA (Inventory Record Accuracy) to 99.9% within plant inventories. Implemented Purchasing Cost Improvement Projects for a total of $140K USD (3% of purchasing spend)

Textile Hook & Loop fasteners and Applications MFG in: Medical, Industrial, Automotive Industry and Consumer productsWarehouse/Purchasing Manager (Implemented ORACLE 11i from Oracle 10.7) Played pivotal role in key supplier consolidation and negotiations to have exceeded the 5% YOY goal with $1MM in savings by having negotiated and validated a new commodity supplier with low cost country labor versus US based and coordinated project with corporate management, Engineering and Quality validation teams. Oracle 11i implementation from Oracle 11i having executed corporate strategy and earning super user status  Implemented Cycle Count Process control from Scratch, eliminating one of two annual physical inventories by increasing IRA to 98%.