Peter Dai Email & Phone Number

East Aurora, Ny, Us

Accountable for $80M+ global strategic sourcing for machine commodities in the US, CA, EUR, and Asia supporting Moog's aircraft manufacturing sites worldwide (US/UK/Asia). Collaborates with key stakeholders to develop and execute tactical and long term strategic sourcing plan including strategic input to the Make vs Buy business planning process, and leading Buy to Buy and Make to Buy supplier transitions.Establish, negotiate, and manage long-term supplier contracts for the entire product life cycle against the company’s objectives on price, quality, delivery, supply, and risk mitigations.Manage executive relationships with suppliers to drive a world class supply chain end to end network and achieve effective global long term business partnerships.Manage and mentor a global Strategic Sourcing team encouraging professional growth and development.Continuously drive change initiatives, standard work, and supply chain process improvements such as supplier selection, contract establishment, total cost ownership modeling, and supplier management.

East Aurora, Ny, Us

Successfully negotiated multiple Asia (China, India, Thailand, and Singapore) supplier’s contract renewals of $60M+ to 2027 supporting major commercial platforms.Coordinated cross category supplier rationalization with the Intellectual Property (IP) Commodity group to consolidate 4 underperforming into 1 high performing supplier for military programs and locking $10M+ contract to 2027 as a total package for gears and motors.Conducted comprehensive analysis and executed a domestic gear disc strategy packages, consolidating 13 suppliers into 1-2 key high performing supplier(s) with 16% cost reduction.Directed team of 8 trans-functional, geographically dispersed team members within a $30M global gear commodity and obtained an overall 68% reduction in quality defective parts per million (DPPM) from 29,235 to 9,266 and on time delivery (OTD) improvement from 68% to 90%.

East Aurora, Ny, Us

Managed three major Sensors and Transducers supplier relocations between US, Canada, UK, Mexico, and Vietnam to ensure contract compliance worth over $10M, on 70+ part numbers.Supported multiple military Request for Proposal, price analysis, negotiated best and final offer (BAFO) reducing overall program cost by 18%, passed fact finding assessments, and lead to program awards.Successfully established life of program contract on a major commercial platform for intellectual bellows and developed dual sourcing strategy, mitigating a single source/point failure risk.

East Aurora, Ny, Us

Co-developed and implemented a regionalized, vertically integrated long term global strategy, resulting over $8.5M cost savings over 750+ part numbers for the next 7 years and 15+ supplier rationalization, reducing administrative cost.Co-developed and managed multiple commercial projects transition in China, India, and US with an average 17% cost reduction, 6% OTD improvement and 6% DPPM reduction.Participate and lead periodic special project initiatives and serve on an as-needed base, to resolve emergent issues.

East Aurora, Ny, Us

Negotiated 9 long term agreements beating overall internal target price by10% that helped protect profit erosion and continuity of supply.Coordinated with cross functional departments to source a fast moving new military program development with constant changes effectively from inception to development and successfully passed aircraft qualification.Program lead on the major commercial gear supplier capability development and transition from Germany to US that resulted in $4M+ savings over 5 years.

Dublin, Ireland, Ie

Responsible for the direction, coordination and physical progression of materials through the supply base and the production system either directly or through subordinates to ensure timely and economical supply levels of all purchased items. Successfully implemented $2.3M annualized (300+ part numbers) spent to supplier schedules during ERP transition to MFGPro and provided training to 30 suppliers Supported corporate electronics and machine commodity strategies to achieve synergy across the operation by resourcing parts to growth suppliers – 70 part numbers with 8% cost savings Converted 82 part numbers to purchase complete reducing non-value excess handling and processing of material for supply chain, quality, and engineering

Dublin, Ireland, Ie

Identified and managed on-site factory, material, and planning issues pertaining to supply and demand for a 7 million dollar program, while maintaining inventory targets, customer expectations, delivery commitments, and Aerospace Corporate SCM initiatives under SMART. Reduced ARJ 21 program inventory by $300K and led the program back on schedule by demonstrating ability to leverage resources, adaptability to change, and drive for results. Led cross-functional team resolving production and design issues to meet customers delivery scheduleImproved the plant’s SMART score by implementing and standardizing new planning practices

Dublin, Ireland, Ie

Led the operations of a union Focus Factory to meet department delivery, quality, productivity, and cost budget goals. Managed a combination of 30 shop floor operators, 5 engineers, and 2 planners, improving performance to meet customer expectations.Improved Turn-Around-Time to 96%, 6S by 20%, and Promise Date by 60% through a strategically planned and executed repairs schedule for hydraulic pumps and motorsExceeded performance expectations in First-Pass-Yield (FPY) by designing a new database that facilitated more efficient trouble shooting, resulting in 90% on First-Pass-Yield FPY on the Boeing C-17 pumpAchieved 100% on-time-delivery on a new upgrade program to Lockheed Martin by creating a flexible workforce through cross-training and developing operators skill sets

Dublin, Ireland, Ie

Responsible for supporting the completion of major new programs by providing project management support, implementing new program management tools, maintaining program schedules, managing regular team meetings and action items, and providing customer updates and other PROLaunch requirements. Decreased ARJ 21 program risk and delivery lead times by integrating PROLaunch deliverable, combining cross functional schedules, supporting customer documentations, and improving Line of Balance (LOB) shipments vs. purchase orders tracking and parts kittingSuccessfully led the effort to establish a baseline cost for 35 Cockpit Control Panels (CPAs), completing a key program goalResourced supplier resulted material cost reduction of $1.2K per ship set

Dublin, Ireland, Ie

Deployed Eaton Lean Six Sigma (ELSS) to a 4.3 Level while reducing costs through project leadership, kaizen activities, visual controls, development of standardized work, and identification of new opportunities that improved business results. Worked with functional managers to implement best practices, and played a vital role in driving a continuous improvement culture. Obtained yearly net savings of $30K on operation supplies, increased productivity by 10%, and improved ergonomic safety by designing new picking cartsIncreased on time delivery by 28% and pick performance by 100%. Decreased WIP by more than 25% through ergonomic improvements in the Special Packaging DepartmentReduced the labor requirement by $30K. Achieved 0 quality errors with Caterpillar, leading to an annual savings of $34K

Master Of Business Administration (M.B.A.), Focus On Operations And Supply Chain

Bachelor’S Degree, Mechanical Engineering And Material Science Engineering

Certificate Of Management