I was responsible for the procurement organization which supported an EPC enterprise foused on solar and thermal power generation facilities. The solar projects ranged from 1 - 50 MW in size and involved up to $40 million in spend for solar PV modules, single-axis trackers, foundation piers, inverters, combiner boxes, and AC and DC wire & cable. The thermal power projects involved close to $90 million in spend for HRSG/OTSG, steam turbine-generators, surface condensers, cooling towers, etc. as well as the typical piping, wiring and structural elements.

I assumed the responsibility of organizing an EPC procurement office to support the design, procurement and construction of a green field cellulosic ethanol facility for a multinational energy client. This involved advanced sourcing, preparing a project procurement plan, writing detailed procedures for procurement personnel to follow and coordinating the creation of SmartPlant Materials purchasing templates with the CH2M HILL enterprise application office. After working closely with engineering to create and schedule over eighty procurement packages, my team was able to complete only a small number of packages prior to the client cancelling funding for the project.

As a consultant in the field of procurement, I headed up a procure-to-pay process optimization project, working in the offices of a Netherlands-based oil and gas industry service company. Working both in the Netherlands and in the United Kingdom, I conducted a thorough spend analysis of the client’s purchases in support of their field operations. As a result of that analysis, I categorized the client’s spend in several major areas (capital equipment, spares, MRO, services, etc.) and developed appropriate sourcing strategies and procurement work flow diagrams based upon industry best practices. I also worked with the client’s key stakeholders to insure process ownership across the board at the highest level and created new procedures, procedural revisions and training modules in order to complete the implementation of the optimized processes, working within the Maximo asset management application used by the client. The project ended in September, 2011.

Reporting to the Project Manager, I was responsible for the procurement and materials management functions for a $1 billion EPC project in the power industry. My staff of four home office buyers, two field buyers, three expediters and two materials managers succeeded in keeping the cost of all permanent plant equipment for a coal-fired generating station under budget. The team utilized the Intergraph SmartPlant Materials application for purchasing/expediting/receiving/issuing of all permanent plant equipment and materials. I developed the project procurement plan (including sourcing strategies for various spend categories), procedures and desk guides as well as performance metrics and reports for executive management. My team and I worked closely with Engineering, Project Controls, Legal, Business Management, Finance & Administration and Project Management. I met regularly with corporate officers regarding risk management, estimates-to-complete, claims, cash flow forecasts and commodity market conditions then produced reports on all of these as well as on achieved and forecast process cost savings.

I was responsible for management of a community radio station with a 15-hour broadcast day. I supervised two employees and 50+ volunteers in all aspects of station operations. I met frequently with community groups to discuss long-term plans, funding, etc. I also developed a daily news program and prepared the station for moving to a 24-hour operation. NOTE: Following my early retirement from Entergy Corporation in November, 2003, I moved to Colorado, built a house and engaged in minor supply chain / e-Procurement consulting work for Viva USA, IQ Navigator, etc.

As part of the newly-created Strategic Sourcing group in corporate headquarters, I analyzed spend data to determine potential target commodities for strategic sourcing and/or conversion to electronic commerce platforms. I then created a sourcing strategy, identified appropriate sourcing techniques and conducted fact-based negotiations with suppliers in order to achieve a viable contract. My responsibilities also included analyzing, selecting and implementing various supply chain/human capital management applications that specifically addressed those materials and services procured by an electric utility. Implementation involved securing business unit leader alignment, communications & change management, functional requirements specification workshops, information system interfaces, identification of tools for managing “maverick” spend, creating and tracking program performance measurement metrics, end-user training and supplier adoption. All tasks were tracked using Microsoft Project. I also worked closely with Entergy legal and risk management groups regarding contract language, compliance and coordination of supplier audits. The value created for Entergy resulted in several recognitions and one large cash award.

Established and subsequently managed a group of procurement specialists responsible for buying all materials, equipment and services required to support a large, two-unit nuclear power plant. Position entailed designing process flows, writing procedures, training customers, negotiating, drafting and editing contract documents, and supervising the team of procurement specialists and analysts. I interfaced daily with the Supervisor of Materials Management regarding inventory/quality issues. I met regularly with department heads to plan procurement activities, especially high-dollar construction/maintenance contracts and worked closely with Entergy’s Supplier Diversity program to meet M/WBE procurement goals.

Worked with various fossil-fueled and nuclear power plant customers to determining future service contract needs, negotiated agreements with service suppliers, and maintained documentation related to contracts.

Procured direct raw materials (aluminum and chemicals), processing equipment and a variety of services to support the US Army smoke munitions manufacturing facility at Pine Bluff Arsenal as well as spare parts for various missile systems with US Army Missile Command at Redstone Arsenal. Held DOD “secret” level clearance. NOTE: In 1974 and 1975 I worked as a mud logging supervisor and technician in the oil & gas exploration business and spent one year living in Singapore while working at remote drilling sites in Indonesia.