The equity owner hired me to join the executive team in turning around, developing the growth strategy, and positioning the $250M manufacturer for sale via supply chain transformation. I manage a team of 12 direct reports, 22 indirect and a $100M purchasing spend with 1500 global suppliers. My leadership scope includes logistics, compliance, purchasing, supplier management, and inventory forecasting/planning for 10 manufacturing sites in the U.S., France, Mexico, U.K., Czech Rep, and China. I am also instrumental in new product introductions shepherding end-to-end cost/margin estimations. Select Highlights:►Played key role in turning around and growing company organically and through acquisitions keeping EBITDA at >30% and selling at a generous multiple to Trelleborg. Increased contract win rate.►Led supply chain aspects of acquisition integration and delivered $2M+ in savings each year; improved on-time delivery from 85% to 95%+; reduced inventory days-on-hand from 78 to 52 days. ►Brought supply chain from minimal to full compliance in regulatory, environmental social governance (ESG) scope 3, import/export, and instilled a culture of accountability.►Worked with IT to provide detailed data visibility resulting in spend consolidation and savings.

I was promoted and selected for an expat assignment to China to lead transformational operations strategy. My experience included closing a manufacturing facility, opening a dedicated supply chain office, and moving product lines —completed without negative impact on business operations or revenue. I managed P&L, operations and supply chain budgets, and team of 60 across engineering, IT, planning, purchasing, finance, quality, import/export compliance, and logistics at the identity and data security solutions provider. SELECT HIGHLIGHTS►Led transformational restructuring initiative in China that saved $1M/year; reduced headcount; achieved zero unplanned turnover.►In just 3 months, re-shored 2 production lines to the U.S., outsourced another line, closed plant, and opened a new supply chain office. ►Saved 15% - 50% on costs-per-item and tax burden by restructuring supply chain in China without impacting customers or revenue.►Awarded for Process Improvement Project, streamlining customer ordering while increasing satisfaction.

I was promoted to lead $205M purchasing spend for indirect, supplies, and electronic commodities after effectively transforming the supply chain, increasing on-time delivery, and driving accountability with buyers and suppliers. Led 25+-member team in China and delivered Lean and Six Sigma training. The company selected me to attend Entrust Leadership Academy, University of MN Carlson School of Executive Management where I developed the disaster recovery plan and playbook.SELECT HIGHLIGHTS►Created Sales & Operations Planning process improving on-time aftermarket from 85% to 93%.►Lowered costs $9.5M through insourcing, resourcing to Chinese suppliers, negotiating blanket contracts, and working with engineering on next-generation redesigns for cost reductions. ►Realized $1.9M savings in first year and $2.6M in second year on indirect spend.►Won VIP Innovation Award for creating low-cost country supply chain operations in China and saving millions of dollars.

Hired to improve supply chain management accountability by introducing sourcing best practices, scorecards and KPIs/metrics for buyers and suppliers of mechanical parts. Led team of 6 and managed $35M purchasing spend plus 50+ suppliers. Improved internal customer (engineering) satisfaction, expediting speed to market.SELECT HIGHLIGHTS►Improved on-time delivery from 82% to 95% by instituting KPI/metrics of suppliers and buyer performance and driving supplier development projects.►Developed suppliers in China with the team in Suzhou, resulting in $1.8M savings. ►Earned Excellence Award for inventory accuracy improvement via Kaizen transformation.

I directed the supply chain for a 200-employee division at a manufacturer serving aerospace customers; managed 10 direct reports, 20 indirect, and $90M purchasing spend. I managed process improvement projects with each value stream for key customers (Airbus, Boeing). Scope included supplier quality, new product launch, commodity management of direct/indirect outside process, tactical buyers, export/import ITAR compliance, and logistics management. I earned recognition for leading process improvement Lean event of inbound material flow reducing waste in inventory (5%), motion (5%), defects (50%) and waiting (10%).SELECT HIGHLIGHTS►Shaped a leaner organization reducing labor by 40% and established a vendor-managed inventory system reducing overall inventory 30%.►Achieved 4% to 8% in annual savings for slow-moving long lead-time cargo-system products.►Improved Quality from 8000 DPM to <500 DPM exceeding customer requirements.►Increased casting suppliers OTIF from 70% to 94% by conducting Lean events at supplier sites.►Consolidated spend and reduced supply base 15% by resourcing away from smaller suppliers.

I developed and led operations and supply chain optimization initiatives for clients focused on growth via process improvements and freeing up working capital. I trained and led cross-functional, executive-level improvement teams using Lean, Value Stream Mapping, and Six-Sigma data analysis tools at Fortune 500 to small non-profits. I also contributed to Logistics Quarterly Magazine and frequently presented at Manufacturers Alliance, CSCMP, APICS, and ISM conferences. SELECT CLIENT ENGAGEMENTS:►Xcel Energy: performed inbound logistics gap analysis, delivered commodity risk assessment and pricing index.►Post Brands (Malt-O-Meal): improved inventory turns 40% by coaching forecasting & inventory management team on inventory, planning, SOPs, and best practices.►Delphi and Penske Logistics: delivered $3M savings solutions and additional soft savings in process improvement and led value stream mapping event to identify Lean opportunities.►H.B. Fuller: saved client 25% via strategic sourcing of indirect categories of logistics, copiers, office supplies, energy, temporary services, cellular services, and MRO.►Bordeaux School of Logistics in France (ISLI): as Adjunct Professor, provided instruction focused on the importance of total cost of ownership and operations in the supply chain.►CAT Logistics: defined value stream map of distribution supply chain to identify opportunities for improvement and implement a modified S&OP business process.►Zimmer-Spine: improved OTIF to end customer by developing and implementing distribution system and network for managing instruments and implantable devices.►Northwest Airlines: created new strategy, organization and inventory management process to the repair and logistics team through value stream mapping, data mining and inventory ABCD analysis.►Wilsons Leather: developed supply chain best practice, delivered a balanced scorecard, developed forecasting and inventory management SOP, and reconstructed IT hierarchy architecture.