Responsible for all purchases and inventoryof polyester fiber, bonding agents, abrasive materials, and chemicals.Involved in several non-raw material projects such a fork lift negotiations, logistics optimization, and packaging rationalization, Majority of time spent searching for and developing new suppliersthat offer equivalent properties and performance at lower costs. Consistently meets or exceeds monthly inventory control goals andcash management objectives.

Managed $300 million of annual global spend for four U.S. plantsand two China plants. Traveled frequently to China and Southeast Asia. Directly managedpurchasing professionals at each of the six manufacturing plants. Responsible for tens of millions of dollars of savings forpurchases of steel, natural and synthetic rubber, carbon black, fabric, and chemicals Developed and maintained a raw material cost model that was usedto support Sales and Marketing in their efforts to increase prices to customers. Negotiated and coordinated inter-division global contracts tomaximize corporate savings Leader of Carlisle Companies Synergy Team from 2006-2008. Thisgroup was responsible for multi-million dollar corporate savings for consolidated rawmaterial and non-raw material purchases. Member of Logistics Task Force for truck freight - was alsoinvolved in ocean negotiations. Integral part of team that recovered millions of dollars in price-fixing litigation

Responsible for $100 million of annual procurement spendinvolving over 1,000 raw materials for six manufacturing plants Negotiated multi-plant contracts and assisted plant purchasingmanagers with raw material negotiations for their respective plants. Met with approximately twenty-five vendor representatives permonth to discuss procurement opportunities and closely assisted the plants with their sourcingproblems and opportunities. Developed transportation strategy and then monitored and assuredproper implementation. Developed outside source for adhesives - then personally managedthe business transition plan. Guided procurement group through Chapter 11 proceedings andmanaged to maintain full production at all plants throughout the bankruptcy process.

Managed the procurement and inventory control of approximately 70raw materials. Raw materials purchased include carbon black, steel cord, beadwire, yarn, fabric, reclaimed and ground rubbers, chemicals and solvents. Responsible for substantial cost reductions primarily throughprice negotiation. Represented the purchasing department on the ISO team.

Price negotiations and inventory management for over 200 oleochemicals. Purchases included stearic acid, oleic acid, and tall oil fattyacids. Maintained constant communication with Sales/Marketing andLogistics to determine demand and inventory positioning. Responsible for developing new vendors and managing the rawmaterial approval process. Developed and networked a dynamic costing model.

Managed the procurement and inventory control of natural rubberfor all North American plants (approximately $90 million annually). Extensive cost analysis, budgeting, and forecasting. Designed computer support model which aided in dramaticreduction of natural rubber inventory. Developed the procedure and implemented first direct purchase ofnatural rubber from Southeast Asia. Planned, gained approval, and executed a forward buying programfor natural rubber that saved millions of dollars. Backed-up SBR / carbon black buyer. Purchased miscellaneous tire-related items and various capitalgoods.

Responsible for the procurement of natural rubber for Europeanand African plants. Saved millions of dollars by expanding the active supply base. Reduced manufacturing variation through specificationrationalization. Extensive travel throughout Western Europe and Southeast Asia. Instrumental in opening Continental's Singapore natural rubbertrading office.

Managed procurement and inventory control of accelerators,antidegradents, zinc oxide, sulfur, resins, stearic acid, waxes, and miscellaneouschemicals (approximately $50 million annually). Documented $12 million in savings over three-year period. Savings were generated through price negotiation, substitutions, andstandardization.

Organized and consolidated operating department budgets. Maintained and updated general ledger. Reconciled inter-company accounts. Worked closely with Accounts Payable and Accounts Receivabledepartments.