Lead, structure, and plan the commercial relationship with supply base for direct and indirect sourcing by implementing strategic and transactional procedures and policies to ensure all financial, service and delivery targets are met or exceeded while complying with applicable regulations. Ensure purchasing category and commodity teams share leading practices and lessons learned, use consistent methodologies, and pursue deliverables aligned with corporate objectives. Develop, coach, and train direct and indirect reports, prepare evaluations, conduct regular reviews of organizational structure, workload, and technology to ensure competency and resources are available and can meet growing and complex requirements.

Provide strategic leadership to the global category teams within Sourcing, manage project sourcing, supplier development, value analysis / value engineering (VAVE), tooling, sourcing analytics and supplier risk management by managing a team of 11 direct reports. Responsible for all commercial relationships within the assigned global categories to secure targeted levels of cost, quality, delivery precision and sustainability. Develop category strategies, implement strategic sourcing and execute supply agreements. Oversee detailed demand, spend, cost and market analysis and a structured approach to tendering (eRFX) and negotiating with suppliers. Drive supplier development through process improvement, VAVE and optimization of supply base. Provide guidance to internal business units on sourcing and procurement capabilities and processes.

Led aftermarket parts distribution and service, driving strategic and single-focused organization to grow revenue and profitability supporting gas engines globally and diesel engines in Americas, with a staff of 70 people. Oversaw warehousing and distribution of service parts as well as aspects of parts procurement. Worked with Sourcing for supplier risk management and improved delivery and quality. Planned and executed projects to improve throughput, inventory turns, on-time delivery and fill rates.

Developed marketing strategy to differentiate company from competition and achieve business goals. Established and implemented medium-term marketing and annual operating plans to support achievements of sales growth, market penetration, and financial targets for North America Truck and Bus business. Directed market research to drive business decisions and priorities. Served as marketing leader for key value package introduction. Coached and motivated marketing staff, provided guidance and direction on problems/issues, and delegated work assignments after considering employee skills and development needs. Enhanced forecast accuracy by implementing demand review process (S&OP), extending visibility to 36 months with synchronized business planning.

Led range of deep-dive project work for key strategic business issues from problem definition to analysis, recommendations, and development of implementation plans. Identified, analyzed, and made recommendations for major growth initiatives (including acquisition or alliance). Led strategic planning process at corporate level. Provided broad business leadership on projects, addressing business and technical opportunities. Oversaw development and implementations of corporate/BU unique strategies to complement enterprise views. Supervised multifunctional project teams directly or indirectly.

Provided business leadership in strategic sourcing processes for indirect purchases, addressing business and technical opportunities. Established target-setting process, delivered TCO cost savings for assigned products/services, and executed category strategies. Led in spend analysis, RFx development, and supplier negotiation/selection processes. Developed functionally excellent international teams.

Directed sourcing projects to find new source and deliver savings. Contributed to project strategies by analyzing category spend to identify savings opportunities.

Structured and implemented projects for efficiency and efficacy improvements of patient account management process. Created and implemented process for submitting claims to major payers directly, eliminating need for third parties, resulting in $60,000 annual savings, and reducing provider revenue cycle by 20 days. Developed and implemented disaster recovery, enabling continued operations within two hours of event, and achieving recovery within 72 hours of catastrophe.

Provided market leadership in the region to tractor division by establishing direct sales channel and collaborating with private financing agencies. Led team of seven employees and 12 dealerships to manage marketing, sales & distribution, and aftermarket Parts & Service of tractors and farm equipment for seven northeastern states of India, generating annual sales of $15,000,000.

Rolled out dealer capability development project at pilot dealerships to set example for other locations. Trained fellow team members on taking charge of successive project implementations at other dealerships.

Implemented service camps and factory guidelines for dealership workshop and service parts area. Solved technical issues for dealerships as Tier II resource.