Jeffrey R Tramel Email & Phone Number

Plano, Texas, Us

Responsible for creating and operating a Global Procurement organization that supports a $5B global IT company operating in 56 countries with over $1.3B annual supplier spend. Sourcing and Procurement utilizes Ariba Guided Buy & SAP, Fieldglass for Labor and Concur with Travel. M&A activity includes migrating over 1500+ suppliers, 1200+ contracts as part of the Dell Services acquisition with $108M+ in aggregated supplier savings.

Tokyo, Jp

Global IT Delivery Executive with focus on Client Contract Management, Vendor Management and IT Asset Management. Implemented Contract & Vendor Management processes for the TxDOT account. Provided day to day contract and vendor management operational leadership. Designed and provided executive leadership to the implementation of IT Asset Management including Software Asset Management for the Texas Department of Transportation utilizing ServiceNow as the tool along with ongoing support processes to manage the data. Implementation included ServiceNow integration with SCCM, ServiceNow Discovery and Airwatch.

Responsible for leading the design & implementation of a global Asset Management model for ~200k IT and non-IT assets utilizing SAP as the central repository. Provide consultation for the implementation of a centralized procurement process utilizing SAP SRM & R/3.

Houston, Texas, Us

Responsible for a virtual team that maintains an Approved Purchasing System for all qualified sub-contracts supporting $3.7 B in revenue that requires adherence to the Federal Acquisition Regulation (FAR) and Defense Acquisition Regulation Supplement (DFARS) along with passage of the federal government Contractor Purchasing System Review (CPSR). • Developed and implemented plan resolving process and tool gaps created by the migration to HP standards. This involved changing the teams focus & senior leader perception of the compliance role, auditing cross-functional procurement activities, automating compliance processes/tools, establishing compliance metrics, conducting account training and senior leadership reviews.Results: • Resolved identified compliance gaps • Passed internal audits• Completed CPSR reporting requirements• Reducing headcount by 20% which allowed employees to progress their career within USPS

Houston, Texas, Us

Led a virtual sub-contracts team accountable for vendor negotiations and cost savings on ~$1B in annual hardware, software and labor spend supporting the federal, state & local accounts. • Saved over $160M operational dollars as a part of a multi-year strategic savings plan by targeting suppliers for competition, analyzing market data, aligning stakeholder needs and executing a negotiating plan for each supplier. • Led the establishment of an Approved Supplier List for contract labor by engaging the stakeholders in entire process, communicating the value to senior leaders, working with the category manager to conduct solicitations and create a contractor rate card. This reduced the supply base from 700+ suppliers to ~150 responsible and competitive suppliers supporting USPS. • Identified and implemented automation (i.e. Supplier Performance Dashboard, Rate Exceptions) that mitigated gaps in procurement processes created by migrating to HP procurement processes & tools allowing USPS to continue to adhere to the Federal Acquisition Regulation (FAR) and Defense Federal Acquisition Regulation Supplement (DFARS).Results:• Achieved over $160 million in aggregate savings exceeding targets by 30% - 80% annually• Scored 94% on Voice of the Employee Survey in 2010• Two team members promoted to leadership positions within GP

Led virtual sub-contract and Asset Management teams supporting $1 B in US Public Sector sub-contract spend.• Generated >$35 M savings while maintaining government contract compliance by negotiating sub-contracts to reduce supplier expenses, developing strategic methods with category managers on handling supplier issues, reviewing sourcing approaches to determine competitive activity, developing contract language that enabled greater savings, and using IT asset management data to contract maintenance thereby minimizing risk and ensuring that client obligations were made transparent to the supplier. STRONG… BUT LONG.• Developed and implemented an IT Asset Management system spanning >400 locations worldwide containing ~1.4 million assets within 18 months, resulting in $10M reduction in program expenses, and was awarded “2006 Software Asset Manager of the Year” by the International Association of Information Technology Asset Managers. Results:• Delivered 110% of savings target• Reduced task order turn -around time by 50%• Completed 1st baseline inventory for NMCI including an auto-discovery tool• Implemented Asset Management for 1.4 million assets worth ~$1 billion• Awarded “2006 Software Asset Manager of the Year” by the International Association of Information Technology Asset Managers• Reduced maintenance expense by ~$10 million by utilizing asset data in supplier negotiations

Houston, Texas, Us

Managed the implementation of 230 contract deliverables for a $1 B annualized service agreement with a cross-functional team and directly interfacing with senior client leadership. • Completed program on-time and within budget by establishing a program office to develop and manage work schedule, managing cross-team dependencies, negotiating client requirements & approvals, along with assigning a communication coordinator with a communication plan.• Implemented processes to manage client interaction and issues including; contract changes, deliverable details, deliverable completion, key performance metrics, and problem definition resulting in minimal penalties paid to clients. Results:• Completed deliverables on-time with minimal penalties incurred that successful transitioned to operations

Led an organization of 450 people responsible for ~7k monthly client IT order fulfillment transactions including catalog management, warehousing, asset disposal, request management/tracking, PO submission, and Fixed Assets. • Increased client satisfaction by 100% and achieved ISO 9001 certification while reducing headcount and expenses by 50%. This was achieved by creating continuous improvement activities focused on streamlining operations, documenting processes, providing in-depth training on various work assignments, developing timelines related to cost reduction activities and organizing work by skill set needed.• Implemented change management by establishing a vision for the organization, aligning team and leadership goals to accomplish the vision, selecting leaders who could understand and implement goals, conducting regular meetings to manage and communicate performance.Results:• Reduce staffing and expenses by 50%• Obtained ISO 9001 certification• Reduced backlog of service requests from 7500 to less than 100• Reduced standard PC cycle time from 25 days to 8• Reduced MAC cycle time from 22 days to 4• Negotiated Asset Management with client for GMNA 2003 Service Agreement

Fort Mill, Sc, Us

Converted recently acquired reseller into CompuCom branch adding 15 clients and cutting costs by 50%.

Houston, Texas, Us

Provided CIO and functional manufacturing executive level support, saved $13 M annually by restructuring contracts, led a team that redesigned a 700+ service delivery operation saving $5 M annually, directed the relocation of 500+ employees, turned around underperforming site operation to a client satisfaction rating of “very satisfied” within 4 months, generated revenue by aligning with customer’s business plan, supervised a team of manufacturing automation programmers, sold/installed manufacturing client’s 1st PC-based factory automation system generating $700K in revenue and opening new line of business for the account.

Mba

B.S., Data Processing