Managed a $50M+ global spend across multiple services and commodities, driving cost efficiencies and mitigating supply chain risks to optimize financial performance.Collaborated with NPI Engineering teams early in the design process to influence BOM planning, lead times, and costs, implementing stocking programs and early supplier involvement to streamline supply chains.Developed post-pandemic cost rollback strategies for strategic suppliers, utilizing Excel-based "Should be Cost Models" to negotiate supplier terms, reducing costs by aligning with commodity market trends.Led Quarterly Business Reviews (QBRs) with key suppliers, achieving measurable improvements in On-Time Delivery (OTD), Supplier Quality Management (SQM), and performance for new product introductions.Implemented Vendor Managed Inventory (VMI) programs, reducing lead times, improving on-time delivery by 20%, and achieving a 30% reduction in Total Cost of Ownership (TCO).Reduced costs by 30% and carbon footprint by 20% through global sourcing of components, working with cross-functional teams on First Article Inspections (FAI), Production Part Approval Processes (PPAP), and NSF compliance.Managed master supplier agreements for global spend, negotiating improved payment terms, logistics costs, and rebate programs based on annual spend, resulting in better contract terms for the company.Implemented consignment inventory and negotiated DDP terms with new suppliers, securing three months of inventory at a North American warehouse and reducing TCO by 40%.

• Managed a $10M annual spend across 20 suppliers, procuring electronics, castings, and fabricated products while optimizing costs and supply chain efficiency.• Led end-to-end sourcing for new products, from reviewing specs to executing RFIs/RFPs, negotiating contracts, and ensuring timely delivery.• Developed strategic buying and inventory models using Excel and ProPurchaser, optimizing contracts and inventory for “make to order” and “make to stock” goods.• Implemented a safety stock strategy to maintain optimal inventory levels and mitigate risks from demand fluctuations and lead times.• Strengthened vendor relationships through regular visits, addressing challenges, and maintaining clear communication for consistent supply chain performance.

• Analyzed long-term planning data with Kinaxis Rapid Response® to proactively address part shortages and ensure uninterrupted production.• Managed 300+ weekly purchase orders in Oracle®, maintaining accurate delivery, quantity, and pricing data for optimal planning and inventory management.• Worked with planners to adjust procurement strategies based on changing business needs, ensuring efficient material acquisition and inventory management.• Sourced and negotiated with manufacturers, distributors, and brokers for both custom and off-the-shelf parts, including suppliers in Asian markets.• Consolidated and analyzed procurement data using advanced Excel tools to drive informed sourcing decisions and strategies.

● Mobilized a team of 75 shop-floor members with a combination of creating and managing a recognition program and alignment with the maintenance and HR teams to increase the participation in the continuous improvement (Kaizen) program by 700% and generated a cost-saving of $40K per year ● Co-ordinated with production, maintenance, and supply chain teams to drive 5 continuous improvement projects using DMAIC Project Management Methodology and achieved a total cost-savings of $100K per year● Simplified cross-functional team meetings using tools like fishbone diagram, failure mode and effect analysis (FMEA), why-why analysis leading to increase in meeting effectiveness and reducing meeting times ● Coached, managed, and developed a team of 30 production team members in delivering the implementation of a 5S model area in the chemical manufacturing plant in 2 months and scoring a 90% at the time of the audit● Reduced the cost of external staff/contractors by 15% of the Niacinamide packing line through a combination of conducting a time study and diving deep into the data to present recommendations and next steps for the executives to carry out● Utilized Excel tools to heavily automate required reports, reducing data capturing and monitoring time by 50%

● Provided a solution that shortened the die changing time on the Pilger machine by 20% using SMED, an operational excellence tool, resulting in less machine downtime and increasing daily productivity of the machine ● Earned trust with shop-floor team members and imparted 200 man-hours of training on 5S and Lean System tools to minimize the time spent by external consultants on training and to allow them to focus more on the execution of the 5S on the shop-floor● Collaborated with the manufacturing team and delivered on the completion of the sorting phase of 5S before Co-op term ended, removing unwanted items in the work area to decrease clutter and increase organization and productivity