As supply chain manager, I am responsible for approval of multiple program buys for coverage in alignment with vendor lead time and corporate inventory goals, in addition to analyzing customer forecasts and historical shipment data to provide purchase forecasts to program mills. I manage the supply of material through prepaint outside processors, including quality resolution and scrap reconciliation. I facilitate interdepartmental communication as needed for claims, supply issues, movement of material and equipment, and trials to ensure coordination.

If you want to hear about some of the most fulfilling work that I am most passionate about, ask me about my special projects. From providing opportunities for collaborative work in cross-functional teams, to involvement to determine best practice or process improvement, to educating and developing teammates with both the how and the why, special projects have provided opportunities for me to leverage my strengths of building consensus, strategic thinking and analysis, and high execution.

In this role, I served in both direct account management and sales leadership for accounts surpassing $85M gross sales and 70,000 tons in 2021. I managed new program launches and part phase outs at multiple OEMs and stampers through all phases from inception to finish. My responsibilities included supporting the Inside Sales team, serving as escalation point both internally and externally for critical situations, collaborating with the Supply Chain Manager for all program mill purchases, and understanding all elements of program pricing.

I directly managed a small team of inside sales and purchasing staff. My responsibilities included reviewing pricing, sales, margins, and material purchases to ensure alignment with overall corporate strategy and inventory targets.

After the April 2008 merger between Mitsui Steel, Inc, and Steel Technologies (another subsidiary of Mitsui USA), I continued the majority of my previous supply chain management responsibilities. Following the merger and conversion to AS400, I assisted in creating new processes to continue business flows and to prevent service interruptions to customers and vendors.

I was the team leader for 6-12 inside sales staff handling 14 accounts with over $250 million in annual gross sales. One of my primary responsibilities was to work with each member of my team to evaluate, review and set new goals to improve performance and customer service. I was also responsible for monthly reconcilation of budget vs. actual costs in a see-through pricing structure as part of a cost savings initiative for six customer plants.

As a supply chain specialist at Mitsui Steel, a subsidiary of Mitsui USA, I was responsible for total account management, including inventory management and reconciliation, analysis of customer forecasts, mill order decisions, logisitics, claims, A/R and A/P, and customer service. I handled seven accounts with annual gross sales of $120 million.

I managed receiving, production, and shipping reports for multiple outside processing locations, and provided customer service and inventory management.