As part of the Fokker Services Americas (FSAm) leadership team, successfully led Operational Buyers and Inventory Analysts responsible for annual spend up to $24M, material support, and inventory management. • FSAm is a repair and overhaul facility for commercial aircraft components. The SCM team is responsible for the successful and timely delivery of materials and repair services to support the achievement of FSAm production goals for customer programs. The SCM team effectively manages inventory investment and turns, external supplier performance, work order fill rates, Takt times, and cost control measures. • Developed & motivated SCM team members in the successful achievement of FSAm goals and requirements. Built value-based relationships with cross-functional team members and suppliers, coordinated plans and objectives with other FSAm leaders, maintained an environment that focused on safety & compliance.• Established standard operating procedures, internal performance metrics for all department KPIs and established supplier performance metrics. Developed several standardized reports that increased the efficiency & effectiveness of the team.• Provided effective leadership during the COVID-19 pandemic that helped keep FSAm open and operational. Post-COVID leadership was essential in securing alternate solutions to satisfy customer work orders when OEM supply chains were experiencing stock-outs and manufacturing delays.• Improved complete initial work order fill rates from 29% to 71%, reorganized team responsibilities to align with Customer Account Managers, revised standard terms & conditions to meet AS9100D requirements, contributed $4.2M in savings to the operating budget.

Established numerous supplier agreements for outsourced component maintenance in support of customer cost per flight hour programs; secured not to exceed pricing, guaranteed turn around times and extended payment terms. Led successful Make/Buy initiatives that resulted in 85 components moving from outsourced suppliers to Fokker Services’ component maintenance shop in the Netherlands. Established a third party advanced exchange agreement in support of the CRJ200 Abacus program which provided customers with overhauled components with zero turnaround time.

Led a team of sourcing professionals responsible for all direct and indirect materials, services, and outsourced manufacturing of high-end designer furniture, lighting, and accessories. Baker Knapp & Tubbs, Inc. is a wholly owned subsidiary of Kohler Co. and includes Baker Furniture, Baker Knapp & Tubbs Showrooms, and Baker Stores.• Developed and implemented strategy to transition the organization from decentralized tactical purchasing to a centralized strategic sourcing model. Introduced best practices; trained staff on strategic sourcing, negotiations, contract development, and supplier management; implemented policies and procedures; developed standardized reporting tools and contract templates. • Sourced low volume custom designed products and components from Europe, South America, Asia, and domestically minimizing initial total cost of ownership and ensuring supplier manufacturing quality and on-time delivery. • Provided cross-functional leadership in New Product Development. Collaborated with Merchandising, Design, Engineering, Manufacturing, and guest designers to ensure successful biannual Market launch of collections on an accelerated timeline.

Led teams of strategic sourcing and tactical support professionals with annual spend to $680M. Matrix organization within Delta TechOps repair and overhaul facility which supports a fleet of 1000 aircraft. Teams developed and managed annual business plans, negotiated multi-year contracts for products and services, managed supplier relationships, supported growth of TechOps third party in-sourcing business, secured capital investment and reciprocal business from suppliers, and outsourced non-core activities. • Commodities included Aircraft Engines, Auxiliary Power Units, Thrust Reversers, Landing Gear, Components, Avionics, Wheels, Brakes, Tires, Indirect Materials, and Chemicals.• Global Sourcing: U.S.A., France, Israel, Japan, New Zealand, Scotland, Singapore, and Taiwan. • Led the successful integration of teams and responsibilities for merger with Northwest Airlines. Formulated and implemented strategy for achievement of $20M in synergy savings (2008-2009).• Led teams to achieve over $254M in savings to the operating budget (2005-2009) through utilization of seven step strategic sourcing process and creative TCO solutions with $119M delivered in a single year.• Led teams through Chapter 11 bankruptcy activities (2005-2007), dispositioned and renegotiated supplier contracts, negotiated waiver or off-set of all pre-petition debt, and coordinated with creditor’s committee on implementation of new programs.• Reorganized supply chain departments and roles to better align with operational business units.• Cross-functional collaboration with internal business partners (Maintenance, Engineering, Sales, Finance, Material Management, Legal, etc.) for strategy development, sourcing, and program implementation.

Led strategic sourcing and tactical support professionals with annual spend responsibility of $100M. Led team in the development and implementation of long and short term commodity strategies, supplier selection, contract negotiations, warranty recovery, and supplier performance programs. • Commodities included Indirect Materials, Aircraft Hardware, Chemical Management, Capital Tooling, Ground Support Equipment, Safety Equipment, and Deicing Fluid.• Collaborated with other airlines for joint sourcing opportunities and best practice sharing. • Drove change management within the team and with internal stakeholders through reorganization of responsibilities and implementation of sound business and sourcing practices. • Delivered total cost of ownership value through establishment of multi-year contracts with year over year price savings, lead-time reductions and consignment inventory programs.

Developed and implemented commodity sourcing strategies with OEM and alternate suppliers of aircraft engines and their corresponding replacement parts. Annual spend ranged from $100M - $300M. Developed annual business plans, monitored progress of initiatives, and ensured timely and successful results. • Developed Total Cost of Ownership models for comparison of various strategic scenarios.• Led cross-functional teams on large strategic sourcing projects with emphasis on financial and operational improvements. - Make / Buy analysis for potential outsourcing of the CF6-80A engine shop and supplier negotiations on a corresponding 10 year $700M program over a two year period. - Rolls-Royce RB211 retirement program, $22M in savings, awarded “Spare Parts Buyer of the Year.”• Negotiated and established long term contracts providing Total Cost of Ownership reductions. - Negotiated guaranteed annual cost savings of $13.5M with a single source supplier of surplus parts. - Negotiated on-site consignment inventory program, $15M inventory reduction, $7M annual unit cost savings. - Generated over $5M in annual savings by establishing contracts with non-OEM suppliers.

Managed strategic sourcing, tactical procurement, and inventory management. Supervised daily operations of the Georgia division including inside sales and warehouse teams. Developed and maintained supplier relationships, negotiated contracts, monitored supplier performance, and maintained accuracy of inventory and pricing information in the computer network system.• Distributor of industrial sewing machine replacement parts. Automotive industry customers included manufacturers of airbags, seat belts, and interiors.• Global Sourcing: U.S.A., Germany, Japan, and Taiwan. • Reduced cost of goods sold by over 12% through strategic sourcing with domestic and international suppliers.• Reduced inventory levels by over 50% while increasing turns and percentage shipped out of stock through implementation of tighter inventory controls and cycle counting processes.• Developed new procedures and policies for improved efficiency and profitability, reorganized departments to improve operational flow and efficiency, instituted a cross-training program.

Distributor of industrial pipe, valves, and fittings