Lead strategic sourcing initiative for VMI programs across Global Factory Network to improve free cash flow and operational support

Responsible for establishing strategic direction & operational excellence for Global Fab Materials >$1.2B/yr Supply Chain; Lead global team to develop & deliver on requirements for 14 Factories. Led organizational transformation and implemented Factory Materials Business Intelligence and Parts Clean Programs.

Responsible for identification, development, implementation & optimization of Spare-Parts Inventory Strategies & Processes; directly providing continuous support of all 11 Fab Sort Manufacturing (FSM) Factories in the Global Virtual Factory Network (VF). Necessitating vast inter-organizational communication & alignment, as well as, leadership of the GFM VF Inventory Team comprised of 6 Senior Buyers in four continents. Key Accomplishments include: - Development and proliferation of ‘x’EOH Concept of Inventory Management. Directly enabling VF GFM buyer community to comprehend, execute, and communicate VF Inventory Optimization efforts - Development and implementation of VF Insurance Spares Program; providing GFM and FSM stakeholders a means to quantify overall risk aversion and communicate the impact upon VF inventories - Designed, ratified, implemented and standardized the VF Excess Transfer Process. This process enables the GFM Buyer community to transfer unneeded excess inventories to other VF Factories. Thus, providing the sending site with a standardized disposition path for their excess inventory, and the receiving site with substantial cost savings. Through successful development and implementation of Balanced Score Card performance metrics, creation and automation of inventory optimization models, and intense collaboration with VF GFM Senior Management and Buyer Community; Stuart’s inventory management vision enabled the GFM organization to successfully reduce Spares Inventory stocking levels whilst increasing Customer Service Levels for all VF FSM factories and supporting process technology ramps

Responsible for developing and managing the VF Spares Harvest Program; supporting all 11 VF FSM factories worldwide. The VF Harvest Program is responsible for providing Cost Savings for the VF via the identification, removal, storage and issuance of Spare Parts that are ‘harvested’ from retired toolsets. Stuart’s team shattered the FSM Stretch Goal for VF Harvest Savings three years running (2007, 08, 09).Additional responsibilities and accomplishments include: - Co-lead of the VF Harvest Team – a cross functional, inter-organizational team comprised of FSM Biz Ops, FSM Engineering, GFM Harvest Buyers, FSM MSG / Finance - 2007 and 2008 FSM Divisional Recognition Awards for outstanding results and cost savings - Continuous improvement of Harvest Program management strategies, inventory processes, and indicator communication - Developed, implemented, and automated the VF Harvest Parts discernment report; a statistical optimization model that optimizes VF Harvest Inventories via supply and demand aggregation and cross-site shipments - Ramped 300mm harvest activities and associated savings by 1250% from 2007 to 2009 Via proactive process development, effective stakeholder partnerships and communication, and driving VF standardizations, Stuart and the VF Harvest team have provided FSM Factories with invaluable benefit to Intel’s bottom line

Primary role was the leader of the VF EOL Team. Comprised of four senior buyers , the team designed, implemented and standardized the processes by which GFM mitigates inventory ownership risk during the EOL horizon; whilst still maintaining Fab customer service levels and providing succinct communication to all applicable stakeholders. Primary responsibilities: - Created and employed the EOL Inventory Model; through evaluating Fab loadings, current inventory levels, preventive maintenance schedules, and historical usage, this model provided GFM and FSM with the expected inventory requirements throughout the EOL horizon; thus, enabling optimization of the excess inventories through VF reuse - Developed, implemented and standardized the VF EOL Transfer Process; a method by which GFM can transfer unneeded EOL inventories around the VF for $0 impact; thus, providing sustaining factories with ‘free’ parts thereby reducing cash outlay and beneficially augmenting wafer cost - Successfully dispositioned Intel Owned Excess inventories via the EOL Excess Disposition Hierarchy; providing GFM buyers with an actionable path for optimizing EOL inventory investment - Documented and published BKMs, processes, lessons learned, etc. in the VF EOL Playbook…still being utilized today to support current Fab EOLs

- Personally manage ~$9,600,000 of on-hand indirect materials inventory - Proactively maintain 99.7% tool availability supporting both 200mm and 300mm high volume manufacturing silicon chip facilities - Manage and maintain relations with ~12 Tier 1 and Tier 2 global suppliers, to ensure sustainable supply chain health of over 2800 unique parts - Developed, implemented and maintained an intervention process for repair replenishment - Super BOM (Bill of Materials) Team Champion: analyze consumption data and partner with senior factory management and industrial engineers, to identify and manage inventory levels necessary to support Fab EOLs - GFM NM Site Safety Chairperson: perform weekly SWMBA (Safety Management By Walking Around) safety audits; seeking issue resolution through personal and group training and awareness bulletins

Successfully networked with numerous departments within the division in order to gather data and information necessary to complete the following projects: - Identified and analyzed areas of competitive disadvantage with regards to warranty coverage between Ford / Lincoln / Mercury (F/L/M) vehicles and their major competitors across the nation - Determined an appropriate Extended Service Plan offering that would regain competitive advantage.- Created a “promotion-in-a-box” that enables Ford Customer Service Division employees to successfully implement steps for executing a Multi-Dealer Advertising Association Promotion. - Derived a Service Facility and Manpower Utilization formula for determining the past, current and future levels of Facility and Manpower Utilization in F/L/M dealers across the U.S. - Implemented formula to determine current levels of both Service Facility and Manpower Utilization for U.S. dealerships. - Identified how Warranty Sales declines will affect subsequent quarters’ Service Facility and Manpower Utilization.