In this role, I am responsible for all aspects of Procurement. I have experience in chassis, steel, hydraulic components, blowers, water pumps, valves, electrical components, paints, fasteners, and MRO. My experience in metals includes, but is not limited to, plate, sheet, stainless, structural, tubing, pipe, and various specialty metals. My responsibilities include the negotiations and purchases of all components and raw materials, make vs. buy decisions, forecasting, expediting to meet demand, and quality documentation. Additionally, I have developed and utilized various KPI's to measure department and company success.

Laurel Mountain SoftWash was a small subsidy business created for eventual sale. Softwashing, a concept given birth by southern tier states, is a non-destructive alternative to pressure washing, utilizing only 40 PSI or less. Through proprietary concepts, softwashing effectively and safely removes mold, bacteria, lichens, moss, dirt, and more from roofs, siding, concrete, and wood. In the case of shingles, it not only removes these growths, but also extends the life and returns them to their original color.In creating this business, my responsibilities included: purchase of proprietary equipment, safety and application training, affiliation training, web design, marketing methods, MSDS, billing, etc.The business was eventually sold to a Maryland firm.

PBS Coals, Inc., a division of Severstal Resources, was responsible for the mining of surface and underground coal until the sale of the company in August of 2014.In this role, it was my responsibility to redesign a centralized Procurement that functioned in unison with the Central Warehouse and the mining and support sites. During this period, my supervisory role was expanded to Mine Clerks, and Procurement. I was accountable for the supervision of 15 employees. My expanded role included: the approval of all purchases including capital expenditures, creation of SAP-BW specific reporting, creation of a real-time paperless system for reducing year end liabilities, structured training on procurement practices, negotiation of contractual agreements utilizing various pricing mechanisms, monitoring micro/macro trends of suppliers and key raw materials, creation of a database for records and costs, creation of KPI's: Procurement, Mine Clerks, and mine sites, security at all sites, and identifying and developing training opportunities.

As the Warehouse Manager, it was my responsibility to redesign a centralize warehouse to service 19 mining and support sites on a 24/7 basis. I was responsible for the supervision of 10 employees.During this period, the trend of inventory losses was quickly reversed by implementing product segregation and physical locations, strategic security, core tracking processes, item transparency within SAP, creation of SAP-BW specific reporting, KPI's, product training, physical inventories, and accountability.

Gilmour Manufacturing Company, a division of the Robert Bosch Tool Corporation, manufactured four full production lines of lawn and garden products prior to relocating in 2010.As the Import Buyer / FOB Import Coordinator, I was responsible for managing $25-30 million on excel spread sheets. It was my responsibility to negotiate raw materials and finished goods pricing with 11 Asians suppliers, utilizing international price control mechanisms.Additionally, I analyzed projections routinely and communicated these to the offshore suppliers, containerize shipments, consolidated shipments when applicable, coordinated all necessary documents for transactions, coordinated all shipments to United States warehouse and customers direct.

In the Purchasing Agent role, it was my responsibility to manage and maintain 40 to 45 supplier accounts. This included not only raw material, but secondary operations as well.Additional responsibilities included: negotiation of contracts using various price control mechanism, price containment, supplier reduction/consolidation, lead time reduction, JIT and Lean inventory practices, rescheduling, quality, and forecast interpretation.

As the Warehouse lead, it was my responsibility to schedule daily activities. This included the routing, assembling, and staging of product scheduled for shipment. Furthermore, I was responsible for assuring the accuracy for all incoming and outgoing freight.Additional responsibilities included: Implementation of Laser Data Terminal development within the department, organizing additional warehouses throughout the United States, display production, inventory methodology, and personnel management.