• Developed Intellectual Property agreement that protects Crane Aerospace’s core competency while allowing a supplier to design the next generation component used in a key assembly. This agreement required me to negotiate with the supplier while working internally with the engineering design and program management teams as well as an external legal team • Improved underperforming supplier’s on time delivery from a low of 7% in one month to consistent 100% by teaching them to use the Oracle supplier portal to see forecast requirements and review open orders to ensure they were on track. Worked with supplier to carry semi-finished inventory which reduced lead time to 2 weeks• Analyzed high screened component costs at contract manufacturer, determined CM wasn’t optimizing the purchasing, re-quoted 6 parts and implemented new quantity/price at CM resulting in savings of $285k/yr on 5 CCAs for 787 programs• Lead cross-functional team of engineers, production, quality and supply chain to re-source Silicon on Sapphire wafer with very tight tolerances for military program. Current supplier had closed without notice, impacting spends of $265K/yr

• Responsible for $6M inventory purchases per year 10,000+ active part numbers across 10 commodities including raw material, electrical components, turnkey PCBs, PWBs, build to print parts• Managed direct report staff of 4 people and lead cross-function teams including Receiving, Shipping, Inventory Personnel and Quality• Improved supplier On Time Delivery from 42% to 92% over 10 quarters, Incoming Quality improved from 60% to 94% over the same period• Lead the data scrub in QAD (ERP system) including 2,000 high runner parts for proper lead-time, inspection lead-time, delivery lead-time, item-vendor link, IDD part number link to manufacturer link, Supplier contact info• Created a cross functional vendor selection process including Quality and Engineering, to select the right size suppliers with the right technologies for IDD• Worked with Zodiac sister company to develop the first supplier contract boiler plate for IDD resulting in 18 signed contracts in 24 months

• Purchase $2.4M per year in capital equipment and raw materials and managed a queue of over 500 non-stock parts daily including electrical components, cable assemblies, electrical boxes, ABS covers, Aluminum and stainless steel parts from prints• Represent Global Supply Chain at daily manufacturing meeting to give updates on critical and new part ETAs. Impact to production was confirmation to continue as scheduled or move production of particular tools to minimize schedule disruption• Responsible for on-boarding 5 new employees including training on JDE and Agile software; purchasing processes and guidelines; overview of the production floor and inventory processes• Negotiated 8% off new tooling costs for 87K covers and a 2 week lead lead-time reduction by having the vendor outsource 3 of 8 tooling molds• Reduced and standardized all lead-times for printed manuals. This enabled Flow to ship replacement and additional copies of manuals to customers in a timely manner. The process reduced stress on the vendor relationship and improved on time delivery to 90%

• Champion for Supply/Demand Planner development and installation. Collaborated with software designers and programmers to create a user friendly interface, determine demand/planner phase 1 requirements including how Materials will use the data now and as new phases were launched requiring careful attention to detail when creating the information hierarchy • Managed chemical inventory with shelf life ranging from 3 months to 2 years, long lead times, growing customer base and special transportation requirements• Analyzed East coast warehouse needs and proposed consolidation with minimal impact to customers and increased ability to meet minimum order requirements with suppliers• In August, promoted to Materials Team Lead. Responsible for leading the materials team to improve stocking levels and implementing processes for removing damaged and dead inventory

• Reduced suppliers for the tool room from 12 to 5. The reduction helped streamline the ordering process by having 1 supplier per tool family, lowered supplier minimum order requirements and reduced administrative purchase order costs• Sourced new packaging requirements for Boeing business. Sent RFQ to 4 suppliers and awarded the supplier with competitive prices, short lead times and capabilities to supply all 29 parts. Estimated spends for Boeing packaging for 2005 is $18K• Eliminated ongoing quality issues on a product that has been plagued with out of tolerance measurements. Drove materials spec conformance with the supplier to 99% acceptance

Commodity Specialist, Santa Clara Fab Materials, February 2004 –September 2004• Resolved long standing wafer holder parts clean quality issues with supplier through clear communication of Intel’s expectations including: warpage tolerances for wafer holder and ring tabs; stripped screw hole repairs and bent wafer holder repairs, reviewed progress with phone calls to the supplier and engineer. The result has been zero fail on install wafer holders• Built on the improved quality from the parts clean wafer holder supplier, I implemented a Copy Exactly program that I created in Oregon. The wafer holder supplier will clean, inspect, repair and assemble the wafer holders. Result saves Santa Clara techs approximately 3 hours/wk and Oregon techs 7 hours/wk in Oregon• Successfully proposed to MDTS super user Virtual Factory team to change mandatory machine down post mortem in the tool to optional. This step is non value add for US buyers costing 5 minutes per machine down to close the event after parts were delivered. Example of Results: 1 Santa Clara buyer has saved 2 hrs/ week in non-value add data entryBuyer, Oregon Fab Materials, January 2003 – February 2004.• Support Intel’s newest and most critical chip manufacturing fabs, producing more than 50% of Intel’s yearly revenue• Saved $234,237.12 per month by implementing a parts clean loop for non-consumable parts• Trained new supplier service personnel on inventory systems, parts clean process, purchase orders and invoicing procedures. Managed service personnel to ensure parts clean process is smooth with no impacts to the Fabs• Trained new planners and buyers on SAP, PDM system, inventory management tools, procurement systems, web based POs and bill of materials management