LogicSource is an innovative leader in sourcing and procurement services, we help companies increase profits through better buying. LogicSource® is owned and operated by an experienced group of global business veterans who came together under the common goal to radically change the way sourcing and procurement works. We’ve reinvented sourcing and procurement with an execution-based, fully transparent business model that ensures clients don’t spend a dime until they see results.I'm a key member of our Operations and Strategic Sourcing Team managing logistic engagements, reporting to the Managing Director of Strategic Sourcing in our Norwalk, CT headquarters. Develop and execute sourcing strategies as a key part of our solution to deliver on client objectives for distribution and logistics category, particular emphasis on supply chain technology and fulfillment.Procurement and Category focus on 3PL, parcel, fulfillment, and network optimizationFormulating eRFQ’s based on project requirements; negotiating prices, schedules, turnaround times and other terms with vendors.Leverage known capabilities in TMS, WMS, OMS, and any Supply Chain Execution systems. Develop business and value planning for improving these platforms for our clients. Develop RFPs and operating implementation ideas in these areas. Serving as a liaison between client business unit entities seeking procurement services and strategic supply chain partners.Developing internal client relationships and identifying new business opportunities; facilitating communication between client business units, internal stakeholders and suppliers.Counseling stakeholders on specifications and proposing specification improvements.Delivering detailed procurement reporting and cost savings tracking.Recommending and implementing process improvements.

Gartner, Inc. (NYSE: IT) is the world's leading research and advisory company. The company helps business leaders across all major functions in every industry and enterprise size with the objective insights they need to make the right decisions. Gartner's comprehensive suite of services delivers strategic advice and proven best practices to help clients succeed in their mission-critical priorities. Gartner is headquartered in Stamford, Connecticut, U.S.A., and has more than 13,000 associates. Conduct research and provide advisory services on trends and best practice in supply chain customer fulfillment, customer collaboration for joint value creation, customer experience, and S&OP.

Created a new global organization with an annual budget of $150 million and 4 direct reports after being spun off from Energizer Holdings. Provided strategic leadership of global transportation functions including warehousing, transportation, distribution, freight forwarding, customs, trade compliance and international customer service. Worked closely with third party warehousing and distribution partners.• Saved $10 million over 3 years by implementing a new distribution strategy that reduced inventory, stock transfers, customer fines, and airfreight while improving customer service levels.• Supported an 8% international growth rate by establishing distributor/hub/affiliate networks for Latin America, Europe and Asia. • Avoided transportation spot rate increases of 20% by proactively developing a strategic partnership with key providers that allowed us to become a shipper of choice while meeting increased customer service levels.• Supported a 20% e-commerce growth rate by implementing a new e-retail network for North America Shaving. • Saved $500 thousand by expediting capital equipment delivery to avoid increased Chinese tariffs.

Led Milford Plant in all aspects of running a global business including manufacturing, plant operations, logistics, and dealing among local, state, and federal officials. Directed annual cost of production of $130MM with 10 direct reports.• Led Milford effort for Global sourcing and footprint rationalizations with savings of $35MM over 3 years. • Improved cash flow (DII, DPO, and DSO) metrics saving $15MM annually.• Actively led Talent Development with succession planning for my successor and 2 other staff members

Led Milford operations with a cost of goods of $110 million annually: consisting of 5 value streams with over 1,000 production colleagues.• Reduced Cost of Goods by 6% resulting in annual savings of $9.5 million. • Implemented 3 new product launches across 3 different brands.

Led Blade Value Stream business unit encompassing 4 production areas with over 120 colleagues. Performed annual financial planning with an operating budget of $6 million and a capital budget of $2 million.• Reduced Cost of Goods 6% annually.• Integrated Value Stream Mapping with a best-in-class Kanban supermarket reducing WIP inventory from 2 weeks to one or two shifts.• Implemented Shainin Troubleshooting approach; hands on root cause analysis. • Spearheaded transition to a 7-day production schedule resulting in increased blade volumes of 50%.

Managed Super blade development focusing on new blade platform transitioning from design/pilot phase into manufacturing production volumes with 4 direct reports.• Led Multi-Arc Diamond (MAD) from development to production volumes for Black Bird Project.• Orchestrated actions among Advanced Process Development, Machine Design, and Research.

Project management included budget, team development/dynamics and providing project status updates to the executive steering committee.• Headed the North American implementation and roll out of SAP resulting in a savings of $10 million by inventory reduction, increasing inventory turn rates and global part numbers.

Managed warehousing and transportation activities for the Milford site including importing, exporting and customs. Handled claims and insurance. Had 6 direct reports. • Selected carriers and negotiated contracts for transportation services resulting in carrier reliability exceeding 98% on delivery performance. • Represented Schick in corporate bidding process for inbound trucking resulting in savings of 6%. • Implemented a Class A MRP cycle counting process enabling Schick to achieve certification.• Led traffic department Cost of Quality projects resulting in savings of $515K for 2004, $375K for 2003 and $205K in 2002.