Established new Corporate Supply Chain Management that included the author of all Process & Procedures of strategic sourcing and tactical execution, Recruitment of Corporate Category team and production sites Procurement Leaders.KPI’s performance achieved; 21% cost reduction, 23% freight cost reduction, payment terms Increased from 30 to 60 days, DPO improvement from 30 days to 54 days, 18% Improvement in OTD, 31% reduction in supplier Lead-time, 98% supplier Quality, 35% reduction in Demurrage, 33% supply-base reduction. Project Manager for $200M construction project for a Wet Sulfuric Acid, WSA, plant to clean process tail-gas per EPA requirements and built a Steam Powered Generator utilizing two turbines closed loop system capable of powering site: 3 CB production units, WSA, and office buildings.

Responsible for the development of corporate strategy and execution plan for +$1Billion of spend.Manage and direct global Category Managers and Sourcing Leads for machining, raw materials, Elastomers, and Chemicals.Negotiated supply base stocking programs, and implemented performance KPI’s.

Responsible for multi-site procurement spend of $550M for a global valve and actuator manufacture and distributor with 54 locations. Actively manage staff of 11 direct reports, and 80 total employees in a Matrix structure, with responsibility to create Procurement Vision, Strategy, Goals, and execution plans. Achieved buy-in of Procurement Vision, developed sourcing strategy, and implemented across 54 locations through a Matrix organization. $33 Million in TCO reduction through negotiated leveraged index based agreements for raw materials.$17 Million Reduction in inventory by negotiated Kanban/JIT programs.Leveraged spend across Bray India, China, and US facilities to reduce cost, determine manufacture location based on tariffs, and improve delivery through lead-time reduction and stocking programs. Setup and managed global inventory reduction program involving 54 locations, established site teams, hold weekly meetings, and drive to weekly reduction goals. Focus on order controls, slow moving, obsolete, and stocking programs. Successfully turned India operations around from losing $500,000 a month to profitability by implementation of lean principles. Reduced past due by 62 percent, and improved on-time-delivery by 35 percent. Also setup new assembly facility in Malaysia to produce valves and actuators as a way to avoid 25 percent tariff coming out of China manufacture facility.

Procurement responsibility for multi-site Geomembranes and Geotextile manufacturer. Negotiated multi-year supply agreements with top chemical manufacturers valued at $250 million annual for Polypropylene, Polyethylene, and Textiles. Leveraged MRO spend and implemented vending machines & consigned inventory programs across all regions. Re-structured S&OP process and implemented new production scheduling method for North America operations. Successfully negotiated annual raw material supply agreements reducing cost $54 million, and negotiated regional logistic agreements reducing overall costs by 22 percent.Negotiated consignment agreements for railcars with top chemical producers improving on-time-delivery from 84 to 99 percent, and reducing inventory by 45 percent.Successfully developed and qualified new supply base for “Brand” products for Geotextile, and rationalized supply base reducing MRO suppliers by 45 percent, Service contractors by 40 percent, and Freight Carriers by 81 percent.

Tasked with transitioning the company from a startup to a profitable commercial operation that could be sold at 10 times EBITA . Reporting direct to President, implemented lean principles, production boards, developed production scheduling process, started MRB and S&OP process to drive overall operations. Setup end to end supply chain and inventory management process, improving performance and driving down cost. Exceeded financial budget for year, best performing unit of portfolio.Exceeded financial budget for year, best performing unit of portfolio.500% improvement in production output.43% reduction in purchased costs. Improved inventory turns from 3.8 to 9.7.Reduced cost of poor quality by 16 percent, and manufacturing lead-time from 20 weeks to 2 weeks.

Responsible for corporations consolidated metrics, centralize buy strategies, and optimization and standardization of processes and controls for the manufacture of downhole and upstream components for the oil and gas industry. Direct all procurement, planning, scheduling, and material strategies for 6 locations in 4 countries. Leveraged spend, developed global supply base, and negotiated multi-year commodity price agreements. Established order control methods for production schedule, and managed capacity requirement planning for the group. Developed and implemented cycle count program across all locations for RM, WIP, and FG inventory.24% supply base OTD improvement.$8 Million reduction in TCO through annual category re-negotiations on LTA’s.27% Customer OTD improvement.35% supply base reduction through leverage of spend.Increased inventory turns by 2.1 by negotiating stocking program with raw material suppliers.

Successfully earned “buy-in” of six business unit presidents to execute centralized procurement process that focused on leveraged spend, optimized logistics & distribution, and the optimization and standardization of processes. Responsible for management of $450 million in procurement spend across 6 business units with 35 global locations. Established centralized procurement council and commodity teams, implemented inventory reduction program across corporation, and setup Procurement Representative Office in China.Recruited staff, built category teams, created Procurement strategy, and executed. $61 Million reduction in TCO, excluding index fluctuations. $82 Million in new global sourcing initiatives with $25 Million cost reduction.3.9 improvement in inventory turns. Implemented corporate freight 3PL agreement with 24 percent cost reduction, and MRO program at a 16 percent cost reduction.

Privately held manufacturing company for fluid transfer technology and household plastic products. This company originally started as a trading company (10/2002-11/2006) and transition to a WOFE manufacturer in China. Typical products produced from nickel based alloys, carbon steel, and plastics.Setup a green-field Wholly Foreign-Owned Enterprise machining and assembly company to manufacture valve fittings and components, and assemble fluid transfer systems for the automotive and industrial sectors. Within 6 months after license shipped first completed assembly back to USA. Authored company standard operational procedures and achieved ISO 9001 certification in first year of operation, and trained new leadership in management techniques.Negotiated contracts with customers, suppliers, and service providers for corporation. Developed extensive injection molding supply base for vacuum cleaners, air purifiers, and household components.

Fluid Transfer Systems manufacturer for Aerospace, Automotive, Commercial, and Industrial customers. Developed and implemented strategic sourcing process for $540 Million in global purchases Centralized multi-site procurement operations for three North American, one European, and one China location reducing headcount by 50%. Outsourced multi-site machining and sub-assembly manufacturing globally.Developed global supply base for components, assemblies, fabrications, and raw materials in China, India, Mexico, and Taiwan.Successfully led relocation of Aerospace division from MA to NH.4.5 Improvement in inventory turns by negotiated kanban and JIT programs with supply base.$34 Million reduction in TCO from leveraged index tied steel negotiations.26% OTD supply base improvement, and 52% Lead-time reduction. 62% MRO cost reductions

$160 Million Aero-engine components manufacturer specializing in complex fabrication and machined assemblies from hi-temp alloys, intertwined with specialized processes.Teamed with suppliers to reduce product costs through concurrent engineering, supplier flow improvements, and leveraged buy agreementsTasked with the setup of a China factory to manufacture $40 Million in complex aerospace machined components for General ElectricAppointed by Smiths PLC to author Make versus Buy process for Smiths Aerospace.$16 Million reduction of TCO through leveraged negotiated agreements with supply base. 45% MRO cost reduction from LTA negotiations. Supplier OTD above 95%, 45% lead-time reduction, 41% supplier reduction.Recipient of the prestige’s DCMAO SDB Award.

$2.8Billion division of AlliedSignal/Honeywell Aerospace specializing in the design and manufacture of engines for aircraft, industrial, and marine. Managed $940 million in procurement spend.Recruited staff for new category teams for Steel, Casting/Forging, Electrical Assemblies, Injection Molded, Machined Components, and Fasteners.Member of cross-department executive team chartered to develop business strategies.Achieved supplier cost reduction of 7% Yr/Yr and OTD above 95%.Transitioned $300 Million to new low cost global suppliers (India, China, Turkey, Poland, Taiwan, and Malaysia).