SUPPLY CHAIN MANAGEMENT EXECUTIVE

Operations Management and Execution… Change Management… Employee Development

Accomplished Supply Chain Management, Procurement and Operations executive with more than 20 years of experience using exceptional communication and leadership skills to coach, manage, and motivate diverse professionals in challenging environments.  Experienced professional in the Automotive, Aerospace and Aluminum industries with demonstrated focus on total cost of ownership and process management.  Solid experience in planning, implementing, and executing strategies resulting in greater customer confidence and strengthened business results. Embrace diverse environments committed to promoting creativity, effective problem solving, and breakthrough results. Experience as a General Manager has proved extremely instrumental in the areas of development and execution of strategies and action plans within the procurement/supply chain arena.

Education and Certification

• MSA (MBA) in Business Management – Central Michigan University (Mt Pleasant, MI)
• BA in Industrial Management – University Of Michigan (Ann Arbor, MI)
• Certification in Lean Manufacturing – University of Tennessee
• Executive Negotiation – Harvard University
• Six Sigma Certification – Allied Signal, Inc.

CORE COMPETENCIES

CAREER MILESTONES

• Recognized as ‘Corporate Buyer of the Year’ within the State of Michigan for Supplier Development efforts with Small and Disadvantaged Suppliers (1991) (Big 3 automotive)
• Selected by peers as the top negotiator of the Executive Negotiating Program at Harvard University (2005)
• Attained qualified savings of $1.5B since 2001 through comprehensive leveraging, global competitive sourcing and total cost of ownership improvements  (Metal Supplier)
• Reduced supply base to 69,000 from 156,000 (58% reduction)  (Alcoa)
• Development and implementation of Global Commodity Council Structure across a very fragmented/matrixed organization (Metal Supplier)
• Led a global team to deliver savings of 20% ($200M) on a spend of $1B for plastic components (Big 3 automotive)

CAREER PATH

Metal Supplier., – City, Pennsylvania …………………………………… 1999 – Present

VICE PRESIDENT, GLOBAL COMMODITY MANAGEMENT (2001 to Present)

Direct Reports: 8 – Australia Regional Director, Europe Regional Director, South America Regional Director, Corporate  Administrative Services & I.T. Council Director, Capital Council Director, Plant Services Director, Production Support Council Director, and Transportation/Logistics Council Director.  Total Span of Control:  220, geographically dispersed.

Global Spend Accountability:  $7.7B.      Budget: $28M

Fourteen months after joining Alcoa as Vice President, Global Purchasing within the Alcoa Fastening Systems Division (AFS), I was promoted and relocated to Corporate Headquarters to lead the global effort in developing comprehensive leveraging and supply chain strategies for the corporation.  Within the first 90 days, I developed a plan to improve the total cost position for the short term (6 – 18 months), intermediate term (2 – 3 years) and longer term (3 – 5 years).  Since assuming this position, my team has successfully increased annualized Total Cost of Ownership (TCO) savings by 50%, improved the working capital position by $80M and focused on waste elimination through the establishment of robust (sustainable) processes.

• Total Cost of Ownership savings of $250M annually (approximately $1.5B in savings since 2001).
• Supplier Optimization Program (50% improvement)
• Working Capital Improvement (Trades Payables and Inventory Improvements)
• Development of Cross Functional Global Councils to Develop and Execute Global Strategic Plans

VICE PRESIDENT, GLOBAL PURCHASING – AFS DIVISION – Tucson, AZ (1999 to 2001)

Direct Reports: 4 – Direct Materials Director, Indirect Materials Director, Market Intelligence Analyst;  Administrative Assistant

Total Span of Control: 27;  Global Spend Accountability:  $240M;   Budget: $3.5M

Recruited to the AFS Division to establish a global purchasing/supply chain organization.  This was a newly created position within a new division of Alcoa.

• Delivered cost savings of $9.2M on available spend of $120M
• Supplier Optimization Program (35% improvement)
• Supplier On-Time-Delivery (15% improvement)
• Supplier Quality (80% improvement in ppms)
• Established e-business processes with key suppliers

ALLIEDSIGNAL/HONEYWELL, INC.  …………………………………………………………………..1995 – 1999

DIRECTOR/GENERAL MANAGER – AirSupply Operations in Chandler, AZ and Adams Industries in Suffield, CT. (1997 to 1999)

Direct Reports: 10 – (All functional leaders: Materials Management, Finance, Sales, Human Resources, Quality, Facilities, Purchasing, Continuous Improvement, Technical, Admin. Assistant);   Total Span of Control:  320;   Budget: $44M.

Promoted to General Manager,18 months after promotion to Director of Operations at the Anniston, AL, Repair & Overhaul Operations.  This position consisted of P&L responsibility for locations in Chandler, AZ and Suffield, CT.  Previously these businesses had delivered respectable returns to the company, but the objective was to focus on continuous improvement opportunities that would enable the team to elevate the performance level.

• Increased sales revenue to $140M (17% improvement).
• Fill rate of 96% (an increase of 3 basis points).
• Improved Customer Excellence Scorecard Rating to 8.8 (10% improvement).
• Productivity improvement of 8%

DIRECTOR OF OPERATIONS  – Aerospace Repair & Overhaul Operations – Anniston, AL (1995 – 1997)

Direct Reports: 8 (All functional leaders: Material Management, Purchasing, Quality, Operations Shift Supervisors;

Span of Control:  240;   Budget: $24M

Recruited to join company as a change agent in the area of Materials Management.  Following the review of the successes after 11 months of service, promoted to the position of Operations Director.  Responsible for driving improvements in the areas of production, continuous improvement, materials management and purchasing.  This operation had previously been under extreme pressure from key customers (major Airlines) due to an unacceptable on-time delivery record and lengthy lead times.  As a result of rapidly developing and executing action plans to address the concerns, key customers were able to see sustainable results within the first 90 days.  Within the first 180 days the results were being realized by all customers.

• Increased sales revenues to $103M (15% annualized growth).
• Achieved record turnaround time of 12 days (40% improvement)
• Improved on-time delivery by 50%
• Reduced inventory levels by 25%
• Increased inventory turns to 12 (200% improvement)
• Productivity improvement of 10%

GENERAL MOTORS CORPORATION 1985 to 1995

PURCHASING AND SUPPLIER QUALITY LEADER – SATURN CORPORATION (GMC) (1993 – 1995)

Direct Reports: 12 (6 Supplier Managers and 6 Supplier Quality Engineers);   Total Spend Accountability:  $340M;   Budget: $2M

Tasked with designing strategies, followed by the development and execution of plans to deliver quality products (not to exceed 25 ppm) at world class pricing and zero inventory levels.

• Drove for more competitiveness with internal suppliers (yielding cost improvements of 5 – 7%)
• Negotiated cost reductions of 10% ($30M) with external suppliers
• Implemented Inventory Consignment Programs

SENIOR BUYER –  Saginaw Steering Division – Saginaw, MI (1989 – 1993)

Direct Reports: 2 (Analysts);  Total Spend Accountability:  $1.4B;  $12 million Labor Budget

Recruited and promoted to Sr. Buyer with primary responsibilities for plastic components, fasteners, machined parts and bearings.

• Developed and implemented inventory strategies designed to reduce costs by 10 – 20%
• Selected to lead corporate team on a cost reduction initiative of 20% for total annual plastic purchases of $1B (achieved objectives in 7 months)
• Led efforts with PICOS team to identify improvement opportunities with key suppliers
• Developed fastener de-proliferation program to rationalize part numbers and supply base

OPT ANALYST –  Saginaw Steering Division (1987 – 1989)

Tasked with coordinating the scheduling and logistics activities for production plant that produced Power Steering Gear units

• Developed and implemented Manufacturing Build Plan to support anticipated sales growth of 15% while reducing inventory levels by 25%
• Designed pilot lean manufacturing cells

MANUFACTURING SUPERVISOR – Saginaw Steering Division (1985 – 1987)

Direct Reports: 75 UAW Workers (across 3 production departments)

• Reduced inventory levels by 30%
• Increased productivity by 35%

TOYS R US, INC.  ……………………………………………………………………………………..1982- 1985

OPERATIONS MANAGER – Saginaw, MI

Direct Reports: 4 (Floor Supervisors);   Span of Control:  120

Directed and implemented all market and merchandise plans.  Responsible for all aspects of  inventory control, store staffing and employee training.  Progressed through the ranks to become Store Manager in a record 7 months while learning all aspects of the retail business.

General Motors Corporation Co-op Experience  (1977 – 1981)

Worked as an engineering college co-op student (Industrial, Manufacturing and Product Engineering).

AFFILIATIONS

• Board Chairman – Pittsburgh Regional Minority Purchasing council (prmpc)
• Board of Directors – Saginaw civic center
• Advisory Board – eSGS Inc.