I am an experienced professional skilled in sourcing (direct and indirect materials), supply-chain management, marketing-program development, mergers & acquisitions, logistics, transportation, and tactical procurement. I have thirteen years experience within the OEM and aftermarket automotive segments, consumer-products industry, aerospace, and heavy OEM industries. I have performed freelance consulting within the food and beverage, capital-goods, and chemicals sectors.
Global strategic sourcing, procurement, product-line management, supply-chain management, business analytics, best-practice development and deployment, and organizational change management are skills recently utilized either through my full-time employment; or through freelance consulting engagements.
Global-Sourcing Consultant & Supply-Chain Services
I have thirteen years of professional experience with a proven track record of earning successive increases in responsibility with the functions of account / product management, procurement, supply-chain management, and business development.
My areas of expertise include project and commodity management, global-sourcing & SCM, negotiations, and new-product development.
Specialties: Global strategic sourcing, negotiations, supplier/account management, SCM, mergers and acquisitions, project management, business development
American Production and Inventory Control Society
Certified In Production and Inventory Management
Wake Forest University's Babcock School of Mgmt.
Masters of Business Administration
2002 - 2005
Western Illinois University
Bachelor oF Business
1996 - 1999
Global Sourcing Commodity Manager
2010 - Present
I serve as the Manager of Global Strategic Sourcing for indirect materials and services procured throughout the company's divisions world-wide.
Masonite has sixty-five sites located around the world amongst four main divisions.
GLG - Gerson Lehrman Group
2011 - 2013
Perform consultations with financial and industrial clients covering supply-chain management, marketing-program management, multi-channel marketing, competitive-landscape analysis.
Provide advice to investment banking personnel spanning the automotive, consumer-products, and manufacturing / industrial segments.
Areas of emphasis: Supply-Chain, Sourcing, and Product Management.
Continental Tire the Americas, LLC
Corporate Value-Chain Manager
2008 - 2010
Project manager for a corporate value-chain management team tasked with the objective of improving customer fill-rate for North America by 10%
Manage improvement initiatives for the following functional areas: manufacturing, sales & operations planning, logistics, procurement, and financial management Formulate strategy and prepare business-unit objectives for the sales, marketing, and supply-chain functions of the replacement PLT business unit
Created a marketing program to dispose of excess OE tires to the replacement channel; which lowered inventories, expanded product offerings to the aftermarket segment, and gathered CTNA an estimated $2.1 million in aftermarket sales revenues
Responsible for sales budgeting, new-product planning/launch, and market-line reporting to evaluate overall supply situations for two national retail accounts
Analyze margins and product portfolio for the retail sales channel
Led a project to reduce CTNAs total working capital; which led to a .5% interest-rate reduction on borrowed funds and reduced the corporations cost of capital
Supply-Chain Management for the Americas
2005 - 2010
Synchronize the production, procurement, and sale of tires and automobile accessories to customers (responsible for managing an annual sales volume of $261 million)
Manage major distribution channels & support product-line and marketing-line sales & marketing initiatives.
Planned production, launch, marketing-line development, and subsequent sales activities for two new lines of all-season tires
Documented a business-continuity plan for evaluating the cash-conversion cycle and credit management processes to minimize the impact of bankruptcies for key OE accounts
Analyze competitor activities in the OE market--including product portfolio, business developments, sales trends, and pricing
Lead operational initiatives for a supply chain encompassing eight countries and nine production sites
Manage the companys product portfolio of Continental, General, Uniroyal, and Yokohama-branded tires
Acquisitions / Business-Partner Integrator
2006 - 2008
Structured strategic production and sourcing agreements with a joint-venture partner (Yokohama Tire) to produce and market original equipment, replacement PLT, commercial truck, and industrial tires
Led an integration project to incorporate the acquisitions of two vehicle-electronics companies (Siemens VDO and Motorola Automotive) into Continentals operations
Proactively worked with an OE customer to increase overall sales for a joint-venture tire specifically designed for 4 X 4 platforms; which resulted in a corresponding increase of $3.6 M in yearly sales revenues
Manage market-integration activities to increase sales in the South-American region to support the corporations 8% yearly growth target
2004 - 2005
Business summary: B/E Aerospace is the leading manufacturer of aircraft passenger cabin interior products for the commercial and business jet aircraft markets. B/E Aerospace has leading worldwide market shares for all of its major product lines and serves virtually all of the world's major airlines and every aircraft manufacturer.
John Deere - Hitachi Construction Machinery Corp.
OEM Buyer / Commodity Manager
2000 - 2004
Purchased component parts with an annual expenditure totaling $63 million
Procured an additional $87 million in components from parent-company suppliers (engines, welded structures, etc.)
Managed developmental activities and championed improvement initiatives for suppliers
Conducted supplier financial audits to assess financial viability
Generated more than $3 million in yearly savings on major purchased components
Administered standardized and customized supply contracts with my assigned supply base and verified supplier viability
Transitioned the production of two lines of excavators from Mexico to D-H while repositioning the Mexican facility from a finished-goods producer into a component supplier
Developed a supplier-evaluation matrix to rate suppliers on several critical dimensions
Supervised the daily operations of eight tactical purchasers and expediters
Coordinated prototype, pre-production, and production activity for the transition to several next-generation models in a concurrent new-model development project role during 2002 and 2003