Leo Watts Email & Phone Number

Charlotte, North Carolina Area

Responsible for the purchasing, production planning, logistics and warehousing functions. Critical focus areas: 1) SIOP planning process 2) supplier management; 3) commodity management (indirect - MRO, services; energy - natural gas, electric; direct - coke, pitch); 4) logistics management (imports/exports/domestic); 5) warehousing; 6) cost savings; 7).

Charlotte, North Carolina Area

Responsible for the global indirect purchasing team that manages a $285M spend across 42 global facilities. Also continue to manage the raw material spend of ~$70M for North America.Critical focus areas: 1) global supplier relations and management (North America, Europe, Asia); 2) commodity management (indirect - MRO, office supplies, packaging; energy.

Charlotte, North Carolina Area

Responsible for the North American purchasing team that manages a $270M spend across the eleven NA facilities.Critical focus areas: 1) supplier relations and managment (international - NA, Europe, China, Japan); 2) commodity management (raw materials - pitch, coke, natural graphite; energy; indirect material); 3) logistics management (barge, rail, truck).

Responsible for the company's entire distribution network (108 employees, 1.5M sq. ft) that includes six warehouses across the US. Also responsible for the bulk station (trucks and rail cars) loading operations in Savannah, GA. Served as interim Packaging Manager (additional 80 employees) for five months. Facility start up in June 2009.Critical focus.

Multi-site responsibility for the management of warehouse, repair depot, materials and finance departments for the Raleigh, NC and Toronto, Ontario logistics centers (75 employees). Procurement, warehousing, assembly, repair and distribution of legacy 1PH and 3PH UPS in support of global warranty and service contracts. Support UPS Service sales volume of.

2006-2007 Global Sales and Engineering Services (Raleigh, NC): Responsible for the Global Sales Southeast Zone (195 employees – 22 Managers) and ESS Southeast Zone (216 employees – 25 Managers). 2005-2006 Supply Chain, OPEX and Corporate Finance (Pittsburgh, PA): Responsible for the Supply Chain & Operational Excellence groups (236 employees – 4 locations).

Responsible for the management of 110 associates in the warehouse, modification center assembly, late point definition center assembly, returns center and international logistics center. Total pass through volume of $412 million per year, 11,000 SKU’s and an average inventory of $22 million.Critical focus areas: 1) balance scorecard metric improvements.

Responsible for the management of all material planning, material cost savings, purchasing, storeroom, and transportation activities required to achieve the plant’s sales, inventory, profit margin and customer service objectives. Plant annual sales of $122M; annual plant purchases of $60M; average monthly inventory of $8.5M. Major commodities included.

Responsible for the safety, quality, productivity, and development of six supervisors and 178 employees in Medium Voltage Assemblies (MVA). Annual product line sales of $60M. MVA included steel fabrication (shear, punch, bend, weld), powder coat, sub-assemblies, main assembly, electrical test and shipping.Critical focus areas: 1) formal quality system.

Responsible for the safety, quality, productivity, and development of the twenty-one employees.

Redesigned the plant’s teaming process and facilitated the 59 continuous improvement teams as well as 55 SPC processes. Team’s provided cost savings of $1+M/year. Developing procedures for ISO 9002 certification. Served on the Division SPC and Continuous Improvement Councils as well as Quality Council and ISO Steering Committee.

Masters, Business Administration

Activities and Societies: Beta Gamma Sigma, American Production and Inventory Control Society

Bs, Industrial Engineering

Activities and Societies: Alpha Phi Omega, Institute of Industrial Engineers