Mark Sweeney Email & Phone Number

Englewood, Co

• Led a 9-person team responsible for all aspects of Purchasing, Supply Chain and Strategic Sourcing for $1.2B internet, phone and cable television company.• Team consolidated CPE (customer premise equipment) warehousing and refurbishment operations into single supplier, assumed management of CPE capital budget, sourcing and purchasing responsibilities that contributed to a capital reduction of $9M from prior year budget of $32M.• Led strategic sourcing initiatives encompassing $25M in annual spend for network capital and expense equipment and supplies. Building competition, executing competitive bids and collaborating with business, engineering and operations partners delivered an annual reduction of over $2.5M in year-over-year cost savings.• Partnered with Engineering and suppliers on the end-to-end design, development and customer roll-out of a new, leading-edge, video product and service offering. Negotiated pricing, complex terms and conditions for all software and hardware.

Denver, Co

Led team of 95 procurement professionals responsible for direct/indirect purchasing, strategic sourcing, supply chain/inventory operations, capital project construction, IT, professional services and real estate for largest gatherer, processor and marketer of natural gas and natural gas liquids in US with over $10B in annual revenues. Managed $1.5B in capital and $500M in expense annually. Tasked with building a centralized, disciplined, SCM model for purchasing, strategic sourcing and supply chain organizations, operations and systems. Build cross-functional team approach to strategic sourcing, process improvement and vendor management. Collaborate with business unit stakeholders to make the lives of operations more efficient and productive.• Delivered $120M in savings over 2 years and double-digit improvements on total cost of ownership (TCO) metrics for on-time delivery, fill rate, inventory and cycle time with cross-functional, strategic sourcing team approach to contract processes, negotiations, supplier selection and supplier performance management.• Automated over 50% of 500K annual P2P transactions, achieved over $2M in order processing cost savings and focused operators on operations versus purchasing by designing and implementing PSoft Procure-to-Pay (P2P) system, approved products catalog with contracted vendors, and real-time, post-order status visibility through supplier business-to-business (B2B) tools.• Reduced excess inventory by $33M and achieved over $28M in cost savings by initiating turn-key SCM model with capital project construction contractors. Integrated contractors into PSoft system and processes, to ensure contractor utilization of DCP Midstream excess inventory, approved suppliers/products, and contracted pricing.

Greater Denver Area

Directed post-merger integration of CenturyLink and Qwest Communications’ Strategic Sourcing and Procurement Operations responsible for contracting and savings delivery, P2P technology and process transformation (PSoft to SAP), and supplier performance management supporting $2.1B in annual spend, 3.5M purchasing transactions and over 3,500 vendors. Managed pre-merger team of 70 professionals to 42 post-merger. Tasked with delivery of annual run-rated synergy savings of over $100M through supply base consolidations, product standardizations and supplier contract negotiations.• Successfully integrated 3,500 suppliers, $2.1B in annual spend and delivered annual synergy savings of over $130M by utilizing spend data analytics, commodity rationalization, competitive bid processes, product standardization, supplier consolidation and TCO performance management for maintenance, repair and operations products (MRO), safety categories, technology, outside plant hardware and capital project construction and engineering services.• Ensured realization of negotiated annual savings of $130M by partnering with cross-functional stakeholders, consolidating procurement contracts from both entities into single corporate agreement using “Best” terms, conditions and pricing and P2P process standardization and automation.• Achieved 40% staffing reduction and $1.4M in expense savings by conducting spend, supplier, and purchasing transaction analytics to form a commodity team structure with cross-functional, subject matter expert membership.

Greater Denver Area

Managed an organization of 80 professionals tasked with centralization of all purchasing, strategic sourcing and inventory management responsibilities, processes and systems for a $20B Fortune 50 telecommunications company with $1.5B in annual spend, 3M annual purchasing transactions and 1,800 suppliers. Assigned to lead complete overhaul of company’s global strategic sourcing, procurement and supply chain organizations, processes and systems to support company turnaround and cultural transformation.• Strategic Sourcing delivered annual savings of $120M-$150M on managed spend (8-10% per year) through product standardization, supplier consolidation, cross-functional contracting teams/processes, strong negotiation skills, competitive bidding and should-cost modeling.• Achieved double-digit supplier performance improvements for customer fill rate, cycle time, on-time delivery and inventory metrics by centralizing strategic sourcing, purchasing and supply chain activities from over 30 systems and 50 locations into single corporate PSoft ERP system and implementing cross-functional, supplier performance management programs with team accountability for continuous improvement .• Achieved 94% supplier contract utilization rate and automated over 90% of procure-to-pay (P2P) transactions by partnering with business units to complete corporate centralization of all purchasing, strategic sourcing and supply chain functions, defining and training standard methods and procedures (M&Ps) and gaining compliance through demonstrated benefits and efficiency to customers.• Eliminated $6.5M annually in system maintenance expenses by cross-functional team building, re-designing purchasing processes and completing an end-to-end PSoft ERP implementation in 18 months.

Chandler, Az

Manager of cross-functional team responsible for resales and distribution of over $500M in aerospace hardware, fasteners and electronics commodities. Championed the successful integration of seven (7) acquired distribution businesses into Honeywell Hardware Products Group, a $1.2B distributor supporting aerospace customer manufacturing facilities and aircraft repair and overhaul operations of leading commercial airlines.• Delivered 10% annual cost productivity ($50M) against assigned spend through strategic sourcing best practices including commodity rationalization, product standardization, supply base consolidation and competitive bidding.• Negotiated and implemented just-in-time inventory programs with key suppliers of fasteners, seals and electrical components in support of short cycle-time and point-of-use requirements of customer manufacturing locations.

Phoenix, Arizona Area

Commodity Manager, Corporate Electronics Commodity Team for a Fortune 50 manufacturer of commercial and military aerospace flight controls, engines and systems and industrial automation controls. Responsible for leading a team of key stakeholders from ten (10) manufacturing sites through world-class strategic sourcing initiatives encompassing $500M in annual spend.• Managed cross-functional team that aggregated spend for electrical commodities used in manufacturing facilities in USA and Canada. Performed commodity rationalization, led best-practice strategic sourcing processes, utilized strong negotiation skills and led government contractor purchasing system audits (CPSR) for all assigned corporate contracts. Delivered double-digit cost savings against $500M in annual spend. • Led quarterly supplier performance reviews focused on measurement and continuous improvement across all Total Cost of Ownership metrics including quality, on-time delivery, cost, capacity and service for twelve (12) manufacturing business units and over 300 suppliers.• Negotiated and executed complex agreements involving significant value, supplier performance and legal terms and conditions.

Phoenix, Az

Responsible for production planning and leading a cross-functional team through manufacturing line lay-outs, methods and operations sheets development, material positioning, and customer quality and delivery performance of a number of aerospace flight control systems to Boeing, Airbus and McDonnell-Douglas.• Led transition of Boeing 747 auto-pilot manufacturing line methodology from MRP-based model to lean, demand-flow manufacturing technology.• Improved on-time delivery of all assigned product lines from 72% to over 90%.

Phoenix, Arizona Area

Corporate Commodity Leader responsible for purchasing and strategic sourcing for seven (7) business units, developing strategic commodity plans, managing supplier performance and leading contract negotiations covering $150M in annual spend with over 40 suppliers of semiconductors.• Consolidated business unit level performance metrics for quality, delivery, service and cost and led Executive-level, supplier performance management reviews focused on assigned performance goals, actual performance, failure modes, identification of root causes and assignment and follow-up of corrective action plans.

Phoenix, Arizona Area

Responsible for MRP-based forecasting, planning and order fulfillment for over $100M in annual semiconductor product purchases supporting manufacturing requirements. Effectively balanced inventory investment and material on-time deliveries through supplier cycle time reduction initiatives, just-in-time (JIT) product purchasing contracts with suppliers, and point-of-use ordering via JIT and bar-coding process improvement technologies.• Led implementation of first business-to-business (B2B) supplier forecasting and ordering tool.