As a start-up, developed purchasing/payment/procurement processes for our service parts supply base. Ran business case trade-offs between stocking material in the assembly plant vs service parts warehouse. Benchmarked software systems related the stocking, ordering, and payment processes for dealers tied to Mullen. Created/Issued RFQs and POs and tracked supplier payments.

Developed supplier bidder list for key components. Issued RFQs and sourced components for our Mullen One vehicle.Travelled to China three times to collaborate with partners and suppliers and assure quality and price targets met. Provided business cases to leadership to confirm localize vs buy from China.

Worked jointly with Quality Director to publish Mullen Supplier Quality (SC) Manual. Procured PPAP and SC software to track PPAP and supplier plant issues to assure problem resolution. Tracked and received PPAP submissions from suppliers for our Mullen One and Three vehicles.

Managed the Purchasing execution of the BEV Battery and Drive Unit(DU) start ups for the GMC Hummer and Cadillac Lyric in North America and China. Worked with the Program Execution Team and buyers to strategically source components for multiple battery and drive unit plants GM is launching between 2022-2030. - Initiated global supplier calls with cross-functional team to resolve engineering/cost issues as well as Tier 2-n prototype and production constraints related to raw material and semiconductors. - Voice of Purchasing to Program Teams - Monthly status included sourcing timing(RFI/RFQ), sourced cost vs allowable cost, Engineering change implementation, sourced capacity vs forecast demand, component shortage updates, and Recovery Plan status. - Plan for Every Part sourcing strategy developed with Customs to assure USMCA Regional Value Content (RVC) included in make/buy decisions with Customs to assure USMCA Regional Value Content(RVC) included in make/buy decisions. - Proactive CAPEX and piece cost discussions with Planning and Finance to assess future product EBIT and ROIC assumptions. Managed tool PO kickoff process(forecast, timing, and engineering changes)

Program Execution Team member responsible for corporate EBIT and ROIC target achievement on the future GMC, Chevrolet, Buick, and Cadillac midsize crossovers. Cross-brand and Shanghai GM joint sourcing strategy developed using Total Enterprise Cost Models and commodity team business plans

Executed the sourcing, tool kick-off, and engineering change management of 65 suppliers located in GMNA and China. Sourcing with our Chinese partners saved $575/vehicle and $18M in tooling vs the costbook targets

Managed forty-four Supply Chain analysts located in Europe, Asia, Latin America, and North America. Ended 2013 with a 97% global capacity ticket closure status vs 91% targetProject manager that benchmarked Ford, Chrysler, and Toyota’s capacity planning systems. Utilized Hewlett Packard resources to implement web-based capability within the Global Material Capacity Control system that allows 3455 suppliers to download our global schedules and respond directly to capacity tickets via GM’s supplier portal.

Purchasing lead for business case development and execution of a new Chevrolet Colorado designed by GM Brazil that is now built in Changchun with FAW. Staffed and implemented an Indirect/Direct Material organization and cost tracking processes within the FAW JV comprised of one main office (Changchun) and two assembly plants (Harbin and Kunming).

Expanded the scope of the Purchasing, Supplier Quality, and Supply Chain operations within the China Supplier Footprint Optimization (SFO) office. Personnel located in the China SFO office included buyers, SQE’s, Supply Chain, Engineering, and Request for Quote Management personnel. Processed 741 global quotes with 399 Chinese suppliers. Awarded $ 1.5 B to 131 suppliers in 2007.Business Planner for Global Purchasing Supply Chain Asia Vice President (2006-2008).Streamlined six Asia Pacific units to one purchasing, supplier quality, and scheduling team.Led cross-country commodity monthly component benchmarking calls with Purchasing and Engineering Vice Presidents addressing common GM vehicles localized in GMIO countries. Identified identical part numbers localized in each country with different prices and implemented tactical actions to either negotiate lower prices or ship from different country.Developed the strategy and tactical means with each GMIO country and commodity team to switch 110,000 contracts from monthly to weekly payments (Net 47) in two-month period.Conducted Indirect contract audits for Australia, Thailand, India, Korea, and China.

Transitioned all Purchasing/Cost functions from Daewoo to GM's global common purchasing and finance tracking process ($8 B Annual Purchase Value). Direct/Indirect buyers (310), SQ Engineers (275)Attained “Satisfactory” internal control audit score from KPMG within first year of operations – a first for any new operation.Converted 36,000 Korean, Indian, and Australian legacy system contracts to a global purchasing system worth an annual purchased value (APV) of $ 8.5 B without scheduling disruptions at nine assembly plants.

Increased Chevrolet, GMC, and Cadillac Full Size Truck Capacity from 1.5 M to 1.75 M units per year utilizing 5 assembly plants. Project investment $145 M USD. Coordinated financial and engineering project approvals. Monitored 124 suppliers’ timing and reduced original quoted investment by 53%.

Led Shanghai GM’s Purchasing/Engineering production readiness process to source, develop, and transfer technology to Chinese suppliers to reach 45% localization (1254 part numbers) first year for the Buick Regal. Component savings averaged 14% vs business case.

Lead Purchasing Analysis to assess Benefits/Risks of $1 Billion JV with Shanghai Auto Industry Corporation(SAIC). Assessed Quality and Engineering capability of supply base to achieve 40% local content year 1 for Buick Regal and GL8.

Transitioned the Joint Venture localization, supplier quality, and component testing departments to meet GM’s technical and supplier quality requirements.Developed 64 suppliers through use of quality surveys and technical workshops throughout northeast China(Jilin, Heilongjiang, and Liaoning, and Hebei provinces).