-Manage eighty-two million dollars in annual spend for the GM Business Unit, established action plan to reduce costs in fiscal 2011 by twelve percent through supplier negotiations, consolidation, and VA/VE initiatives.-Consistently challenge and motivate program team members and supply base, resulting in above average ECR response time and thirty-seven percent of budgeted savings meeting or exceeding their targeted implementation date.-Work closely with the plant and supply base to ensure inventory levels are monitored closely before engineering changes, minimizing any risk of obsolescence and ensuring necessary parties are informed.-Present weekly program reviews to senior level executives, illustrating the status of each key initiative, any supplier or plant issues and the necessary action plan to resolve, and detailed analysis of budget vs forecast.-Lead industry leading Foam VAVE initiative, resulting in decreased weigh of the seat, decontenting of seven parts, and an overall annual savings of $1.8 million dollars.

-Served as an interface between Behr and suppliers worldwide, developing and strengthening key relationships, renegotiating contracts and resolving disputes in both a timely and culturally appropriate manner.-Developed and implemented the first long term Commodity Strategy for the companies Machined Components and Fasteners, effectively reducing the supply base by thirty percent. -Negotiated a six percent average cost reduction across the supply base for fiscal 2009 in lieu of rising raw material prices.-Worked closely with logistics to implement consignment agreements with every vendor resulting in improved cash flow.-Developed an in depth knowledge of multiple MRP systems.-Facilitated cost save ideas by working with team members ranging from the supply base to the final customer.