Services Sourcing Manager for the Americas.

Guide sourcing, supplies, and supply network development to meet demands of Expanded Mining Service Parts Channel serving warehouses in North America, Germany, and Brazil. Lead team consisting of 23 purchasing professionals across five offices in managing 150,000 part numbers; 2,000 suppliers; and $200MM in spend. Spearhead purchasing activity for Global Warehouse Footprint Optimization Project. Monitor team and supplier performance while ensuring productive supplier communication, onboarding, follow-up, and conversion from supplier freight to Caterpillar freight processes.

Piloted team of eight purchasing professionals and served as pivotal management team member for three product cost reduction teams. Led development and execution of comprehensive sourcing strategies on behalf of Global Cab Components and North American Cab Structures. Drove delivery performance improvements for service parts and managed supplier capacity in a period of record growth for the comapany.

Supported Purchasing Director by implementing annual budget and detailed plan actions, ensuring compliance with segments. Selected by Director as Deployment Team Lead for the Supply Chain Financial Governance Process to advocate the Stay Strong strategy. Collaborated with Category Teams to review high-risk suppliers. Compared monthly budget results versus actuals and partner with Segment Managers to resolve discrepancies. Joined forces with the Purchasing Practice Review Team member to assess and consolidate practices and procedures into one catalog.

Architected site purchasing global model for the Specialty Products Business Unit spanning six locations across two continents. Exhibited negotiation skills, working with General Manager to layout transaction terms. Represented Global Purchasing at SPBU Division Leadership meetings, offering feedback to the General Manager and Product Managers regarding pending issues. Projected business plan purchasing cost for the unit. Examined green book concerning Capital requests from the product group. Secured buy-in from purchasing leadership for $20M in capital expenditure after presenting a logical category management supply strategy to drive a first-class supply base with superior customer service.

In charge of Profit and Loss management for Purchased Finished Drive Train components of the Cat Remanufacturing Drive Train Group. Worked in conjunction with team members, Global Mining, Global Purchasing, Managers, Mergers and Acquisitions, and suppliers to drive projects, develop concepts, meet monthly goals, and address issues. Shaped and updated business models impacting core inventory agreements, transfers, and in-sourcing. Attained $6M profit goal through $60M in sales and transfers and transferred $35M of core inventory from Caterpillar to Gremada, allowing achievement of turns improvement objective for the year.

Drove global sourcing strategy for Cat, Perkins, and MaK applications with $300M yearly spend. Managed purchasing resources to develop 300 Tier III emissions compliant parts. Negotiated supply agreements to achieve 45% cost reduction for Cat compressor. Leveraged Six Sigma Green Belt expertise to guide team 17-member team through concept, manage buyers, and handle resourcing for all engine components. Assessed cost plan with direct reports of each Global Sourcing Manager to confirm line-of-sight plan targets. Acted as interim Division Manager for four months and onboarded new manager for the following three months.

Focused on site and sourcing for Cat, Perkins, and MaK in-cylinder components on $150M annual spend. Sponsored Bearing and Piston Pin Synergy sourcing teams. Optimized Mossville floor space and capacity by outsourcing legacy cylinder liners. Developed contingency plans and evaluated other component plans. Pooled resources with supplier to maximum capacity allocation and handling demand from Cat Remanufacturing, Lafayette, and Morton Parts. Reduced Past dues down to zero from 1,800 pieces within three months.