Lead Supply Chain Operations - operational procurement, inventory management/optimization & warehousing/distribution.

Manage Sourcing and Supplier Relationship Management organizations, 5 direct reports, 48 total employees in centralized department, $2.5B of annual spend responsibility.Value Drivers: Sourcing Process Excellence, Supplier Relationship Management (SRM), Supplier Diversity, Category Management, Risk Management.Leverage: Rationalize Supply Base, Leverage Corporate Spend, Manage Supplier Risk, Operational Procurement Support, Contract ManagementGovernance: SOX - Compliance; FERC/NERC/NRC - Compliance; ICC/PSC – Prudency; Corporate Procurement Policy & Procedures

- Development and execution of 3–5 year category strategies for generation and electrical distribution categories; wood poles, transmission structures, transformers, wire & cable, pole line hardware, plant MRO & consumables, chemicals, PE piping, plant services, sub-station materials, etc.- Developed strategic relationships with key material suppliers to drive significant year over year value.- Developed sourcing strategy in support of Ameren’s new transmission business unit. Launched three cross functional teams to create 3-5 year sourcing strategies for an incremental $500M material spend.- Annual savings achieved - 2008 - $5.0M; 2009 - $6.7M; 2010 - $11.0M, and 2011 - $17.0M.- Co-Team leader for the development, implementation, and maintenance of the sourcing process manual & toolkit to ensure consistent approach with the business units (regardless of spend category) and to institutionalize sourcing knowledge. - Team leader for the development and rollout of category forecasting models for ED materials.- Guided professional development of direct reports by creating job specific core competencies and efficiency levels, measuring individuals to those levels, then creating training plans to close the gaps.

- Leadership of four Commodity Managers, Purchasing Manager, and three Buyers.- Restructured department separating tactical and strategic responsibilities in Supply Chain roles.- Developed and executed 3-5 year sourcing strategies for plastics, harnesses, PCBA’s, and coils.- Integrated Commodity Managers into new product development (NPD) process. - Lead outsourcing teams for injection molded plastics, shelf assemblies, and coils.- Lead Chinese localization effort for production moved from domestic plants to Coinco Suzhou.- Implemented two Chinese suppliers for harnesses resulting in $1.5M in landed savings (52%).- Implemented Chinese metal fabrication supplier resulting in $500K in total landed savings (30%).

- Sector team leader for Operational Excellence – Low Cost Country (LCC) Sourcing process.- Developed 2 year sector LCC strategy including the addition and deployments of 6 project managers and the restructuring of the China based sourcing team. - Developed web based LCC project tracker, total landed cost model, and contracting procedures.- Drove localization process for sector plants located in LCC regions.

- Responsible for Structural Systems categories – plastics, glass, insulation, fasteners, chemicals, and paint/finishing. $130M annual spend in 19 plants. - Provide leadership and professional development for three Global Supply Managers and one Strategic Sourcing Specialist.- Created individual performance metrics and reporting methodology to drive accountability.- Lead Structure Sourcing team in the development of 3-5 year sourcing strategies that aligned with corporate business strategies.- Developed low cost country sources for harnesses, fans, and multiple types of plastics. Harness supplier in China resulted in $1.5M (50%) landed cost savings. Multiple plastics suppliers developed in China resulting in 30%+ landed cost savings. Also developed injection molded and extrusion sources in Mexico. - Actual Hussmann net savings achieved within category responsibilities were $4.6M (6%) in 2002, $4.2M (6%) in 2003, $4.9M (5%) in 2004, -$2.28M in 2005 ($2.55M gross productivity & $4.83M inflation).- Team leader for Ingersoll Rand Plastics Center of Excellence (COE) team. $100M annual spend in seven business units.- Actual Corporate wide net savings achieved by the IR Plastics COE team were $4.9M (5%) in 2002 and $4.8M (5%) in 2003, $3.8M (4%) in 2004, $0.85M in 2005 ($2.93M gross productivity & $2.08M inflation).- Managed and coordinated internet auctions, lead and participated in multiple VA/VE projects, and was the sourcing representative on new product development teams for Hussmann.

- Managed Corporate Purchasing department responsible for $100M in annual spend supporting three plants. Nine direct reports - two Commodity Managers, two Senior Buyers, and five Buyers.- Reorganized Purchasing department by commodity and aligned resources to support commodity team approach.- Lead negotiator for major material contracts supporting strategic sourcing initiatives.- Created and implemented purchasing policies and procedures.- Developed commodity strategies for harnesses, electrical components, labels, packaging, printed circuit boards, and wire.- Negotiated ten major contracts covering $50M in annual spend resulting in $10M annual net savings.

- Developed and lead three global commodity teams – packaging, crystal, and wire saw consumables. $60M annual spend in seven plants. - Lead supplier negotiations and global material allocation.- Developed and implemented contracts for MRO and consumable commodities.- Procurement and inventory management for chemicals, filtration, and polishing pads.- Implemented second source chemical management program resulting in 75% on-site inventory reduction, $200K in cost savings, improved service to end users, and zero loss to improper storage/handling.

- Procurement of chemicals, packaging commodities, and MRO.- Coordinated exporting of finished goods.