Looking for a full time position at a great company working in Procurement as a Commodity Manager or a Buyer - Planner. I am willing to relocate, relocation package not necessarily required.

Home Remodel, 2009 Hard Surface Installer of the Year -- CR Floors and Interiors Inc. Flooring installation of hardwoods, tile, laminate, and vinyl. Sole Proprietor, licensed, bonded, and insured. Worked for four stores in the Everett area on commercial and residential new construction, and remodel projects.

Responsible for managing 14M purchasing budget, developing cost savings plans, financial trackers, inventory optimization, consignment parts, developing new sources and maintaining purchasing and Supplier information in Mapics (Enterprise Resource Planning Software)  Achieved 5%, $740K, overall savings in 2007, developed money saving projects, savings projections and financial tracking reports, kept management informed of goals and progress Improved working capital by decreasing inventory levels by $3M, 25%, within nine months utilizing consignment inventory in conjunction with IQR inventory management software, and negotiating payment terms from an average of 32 days to 62 days Transferred 90% of Casting production to LCR’s (Low Cost Regions) Hand selected member of Elster’s Global Casting Group, evaluated potential and existing suppliers, consolidated suppliers throughout the group to capitalize on Economies of Scale on product pricing and transportation costs Drafted, negotiated, implemented, and monitored compliance of Formal Supply Agreements with Suppliers, freight transporters, independent testing agencies, third party warehouses, and customs forwarders Optimized price, delivery, and terms with suppliers, evaluated supplier performance, developed new suppliers, sourced new products, submitted RFQ’s (request for quote), set Kan Ban requirements Developed outsourced Suppliers, clarified drawing information on part requirements, tracked prototype production, inspection, and approval, initiated production shipments, and third party warehouse receipt Conducted on-site Supplier inspections in China, Mexico, UK, and US, ensured contractual compliance with production and testing requirements, quality procedure observance, Kan Ban sizing, and safety policies

Senior Project Manager for the S2000 Single Jet Water Meter and F4000 Fire Service Meter: Led multifunctional teams to bring these products from various stages into full productionSourced 60% of production part costs to LCR's, maintained internal deadlines on time and below budget, increased first time meter flow pass rate by 35%, lowered component costs by 30%Conducted decision briefs with leadership to substantiate production and evaluate potential risks, held bi-weekly meetings to update management and keep team members abreast of progress and current task requirementsEstablished sales projections, revenue expectations, and market requirements with sales and customer serviceDeveloped meter component requirements, ensured engineering drawings were accurate and included testing data, sourced parts, developed BOMs (bill of materials) and costing with accounting for components and each top level meter variation, set up Suppliers with Accounts Payable, stocked initial inventoriesCollaborated with team members to finalize assembly and testing procedures, implemented time and component cost reduction measures with External and Internal SuppliersPerformed onsite inspection of current production sites in UK and CA, gathered tooling, jig, assembly, and testing information to further enhance our production site

Buyer/Planner for the Bulk Assembly Line: Responsible for ordering parts and planning the production of the 1.5" - 12" Water Meters assembly lineEliminated a six week production backlog restoring 600K of revenue, within two months of employmentLean improvements-Collaborated effectively with team members in kaizen events to change from batch meter production to single piece flow, greatly increasing accurate meter assembly and first time pass rates, lean 102 trainingOptimized production schedule to maximize revenues and stabilize production volumesMonitored and adjusted inventory levels to balance production requirements with lowering carrying costs, utilized or eliminated dead inventoryOrdered parts from external and internal suppliers; coordinated, tracked, followed up, and expedited deliveries, researched and settled invoice discrepancies involving quantity and quality issues, maintained procurement records

Primary staff officer responsible for all personnel management, administrative, and legal operations for 700 personnel. Supervised all administrative activities to include correspondence, evaluations, awards, finance actions, files and records management, personnel actions, and all strength accounting procedures during both garrison and combat operations. Directed nine personnel team. Increased paperwork efficiency 30% by developing computer databases for tracking documents Improved personnel performance by 20% through enhanced SOP's and revamped priorities of work Reduced administrative processing time for redeployment by 60%Decreased turn around time for administrative paperwork by 35%

Responsible for supporting the Operations Officer in ensuring the unit's 350 personnel and 24 OH-58D helicopters are trained and ready to execute worldwide deployments directly into combat within 36 hours of notification. Assisted in the planning of current and future combat operations; aircraft and weapons ranges, and acted as the Operations Officer in his absence. Executed duties as a Battle Captain, Range OIC (Officer-In-Charge; Initiated and directed Squadron Tasking Schedule for six months; managed resources from five Companies to accomplish over 30 reciprocal job assignments, culminating in the execution of over 29,000 man hoursDirected Tactical Assembly Area and combat zone operations; managed reconnaissance and security assets during enemy engagements and force protection missions during Operation Iraqi FreedomImproved the unit's operational readiness by 30% through aircraft and weapon qualification ranges

Responsible for the maintenance and tactical employment of four OH-58D Kiowa Warrior helicopters and other authorized equipment valued in excess of $23 million dollars. Directly responsible for the leadership, safety, training, morale and welfare of 12 personnel. Acted as Company Commander during Commanders absence. Increased unit's tactical employment readiness by 30% through an aircraft gunnery range Reduced critical item procurement time by 80%, greatly enhancing the unit's efficiencyDiminished the unit's operational equipment load by 25%

Second in command for a 225 personnel unit, responsible for the unit's administrative staff and all administrative operations. Executed duties as the Unit Motor Officer, Unit Movement Officer, Food Service Officer, Arms Room Officer, Unit Postal Officer, Unit Safety Officer, Combined Federal Campaign Representative and Army Emergency Relief Representative. Acted as Company Commander during Commanders absence.Enhanced unit's operational readiness by 40% through training objectivesImproved operational readiness of the unit's vehicles by 20%Increased Combined Federal Campaign donations by 18%