- Six (6) direct reports (managers) and 60 total employees with responsibility for purchasing, material requirements planning (MRP), industrial engineering, project management, and quality control functions and $850m total purchasing volume ($250m external)- Restructured MRP, industrial engineering, and purchasing departments to separate planning, purchasing, production control, and project management functions by introducing three (3) new management roles and several new individual roles - Reduced backlog of incomplete machines from 120 to zero (0), number of daily, unique material shortages per machine from 100+ to zero (0), and number of total daily, critical (i.e., line stopping) shortages from an average of 50+ to less than five (5) within first 90 days - Introduced rolling two-week forecasting tool for all production material based on actual machine configurations (i.e., sales order bill of material analysis & explosion) and developed key performance indicator dashboard for MRP and quality control for daily management shopfloor meeting to monitor status and track improvements over time- Reduced inventory by over $4m (from $22m+ to $18m) by conducting ABC/XYZ analysis to update lead times, lot sizes and replenishment cycles, by introducing dynamic safety stock, and by utilizing standardized components and in-house assembly to reduce configured material variants & product complexity without sacrificing options available to sales - Transferred ownership of machine series production routing creation and maintenance from MRP to industrial engineering including a first article and recurring audit process of routings & bills of materials and implemented sales order confirmation review process to prevent incorrect or incompatible configurations being sent to production line- Developed & documented shop floor escalation process for quality defects in the assembly line, differentiating between internally and externally produced parts and prioritizing by value

- Responsible for $250 million annual spend across 15 production material ($50 million) groups and 12 non-production material ($200 million) groups with suppliers located in USMCA, Europe (England, Germany, France, Austria, Czech Republic, Italy) and Asia (India, China)- Continuously achieve over $1 million savings in production material (5% reduction on same goods purchased in previous year) and over $4 million savings in non-production material each year for last ten fiscal years- Notable fiscal year-to-date savings projects include: sea freight tender ($2.5m savings, annually), contingent worker agency agreement ($300k), Xenon gas cylinders ($200k), cafeteria services ($175k), and negotiation MOCVD ($725k, one-time)- Transferred ownership & management responsibility for all non-production material spend ($40m annually) and additional $20m in key production material commodity groups (raw material, sheet metal, chipping parts) and from US and Mexican affiliates to USMCA hub - Developed and now maintain multilingual, standardized contracts (e.g., master purchasing, logistics, third-party service, and exchange rate agreements) and implemented contract management process (i.e., negotiation calendar) for all relevant (or A/X) suppliers within USMCA- Key performance indicators: material cost variance, non-production material / engineering change savings, critical supplier overview, lost discount / blocked invoices, machine target cost achievement, commodity strategy status, and contract status- Internal process goal achievement metrics: electronic buying catalog order percentage, vendor portal order percentage, SAP order percentage, and working capital- Introduced strategic commodity management and rolled out an electronic buying system (EBS) which converts purchase requisitions into purchase orders using approval workflow according to four-eyes principle, effectively centralizing all production and non-production material spend in all affiliates in USMCA

- Eight direct reports spread across ten production machines including four lathes, one fully automated mill-turn system, three multi-stage wash systems, and one coordinate measuring machine- Production planning and daily process management and improvement (e.g., kaizen workshops, risk management, layout designs, etc.) of two main pacemakers for laser assembly- Chosen to be in pilot group for implementation of shop floor management and continuous improvement using rapid PDCA cycles as taught by W3, LLC- Developed group templates for daily management of key performance indicators (safety, morale, quality, cost, delivery) and leading with target conditions (current situation, target situation, rapid PDCA, and tracking)- Managed three capital equipment investments including a horizontal floor type milling machine ($3.5m), a large mill-turn machine ($2m), and a medium-sized precision CMM ($300k)

- Managed four capital equipment investments including a fully automated mill-turn with gantry and bar stock loader ($1.1m), a vacuum furnace for brazing ($350k), a small shop floor CMM ($100k), and an automated vertical storage system ($90k)- Responsible for all aspects of project lifecycle starting from identifying investment need to ramp-up and production hand-off- Developed investment protocol and corresponding templates (e.g., return on investment, machine hourly rate calculation, purchasing agreement, technical availability agreement, service and spare parts agreement, etc.)- Created process for copper brazing by purchasing and installing only vacuum furnace in TRUMPF Group