Project: Strategic Sourcing, Supply Chain, Footprint and L6S for Engineered-to-order switchgear products.

Goal: To improve customer OTD (On Time Delivery) and improve operating profit. Optimize asset footprint.

Tactics: implemented product value Stream and Lean 6S. This effort spanned processes from customer RFQ through order delivery and included customer service, sales & marketing, design engineering, materials management, supplier lifecycle management, supplier quality, procurement, and manufacturing.

Results: Increased customer order promising accuracy of 35%, increased annual revenue of $1.75M, and improved annual profit margin of $0.9M.

Project: Aftermarket Product Fulfillment Strategy and End-to-end supply chain transformation

Goal: To grow revenue and increase product visibility to customer-facing dealers

Tactics: Standardize and normalize, part numbers, BOMs and Design Drawings to brand standards. Develop a PFEP (Plan for Every Part), Rationalize “B” and “C” items. Set proper WIP and Finished Goods inventory stock levels for targeted Customer Service Levels. Integrate Voice of Customer strategies and demand management data.

Results: Drove global aftermarket parts conversion process, which generated $100M in incremental revenue.

Project: Capital Expenditure Strategic Sourcing and Operational Continuity.

Goal: To ensure environmental care for the Chesapeake Bay and reduce service costs.

Tactics: Oversaw negotiation, supplier relationship management, and contract execution of a new, $3.5M oily wastewater treatment facility at Mittal Steel, together with the demolition and contractual exit of the existing provider.

Results: The company realized $1M in annual savings and new revenue for recovered oil of nearly $0.5M annually.

Project: Lead and implement S&OP (Integrated Business Process) for 13 North American plants. Includes CPG electrical goods and Engineer-to-Order switch gear, reclosers and modular electrical control systems.

Goal: Improve OTIF, Revenues, Inventory Turns and Promise Date accuracy.

Scope: ~35k SKUs and Revenues of ~ $1.8B USD.

Strategy:

-Current state assessment of demand planning, forecasting, internal/external capacity, RCCP and Scheduling

-Standardized procedures for each Step with focus on the Integration Meeting (i.e. “the handshake”)

-Establishment of supermarket inventory positions (Kanban), PFEP, Finished Goods and WIP stocking targets

-Implemented Executive SIOP dashboard, cross-functional process maturity tool, RACI and Roles and Responsibilities

Results: OTIF increased 28%, inventory turns increased by 85% for CPG (MTS) and 23% for ETO products. Revenue gains of 15% year-over-year.

Project: Lead collaborative development of the supply chain and manufacturing strategies for Caterpillar Underground Mining Division.

Goal: Develop manufacturing, footprint, sourcing and CapEx Roadmap, integrate acquisition company.

Scope: Seven sites, $600M in COGS and 4,500 SKUs.

Strategy: This comprehensive initiative leveraged advanced supply chain tools and analytics for core vs non-core, quality function deployment, strategic sourcing, logistics and decision making.

Results:

-Development of a 5-year strategic sourcing and supply roadmap and footprint strategy.

-Five-year CapEx strategy, Targeted Cost savings of $22M, Supplier Lead-Time reductions for critical path items of 20%

-Supplier Quality improvements of $2M and annual cash flow improvements of $9M

Project: Hired to transform procurement function to a strategic, proactive, value-added global supply management organization.

Goal: Develop sourcing and supply management organization. Achieve EBITDA increases. Address Security of Supply.

Scope: $100M spend, ~16k SKUs for medical device (titanium, alloys, stainless steel, plastics), instruments, CapEx (milling, turning), Packaging (sterile and non-sterile), Outside Processing (heat treat, coatings) MRO (safety, HVAC, electrical) and Technology (hardware, MRP Software).

Strategy: This corporate-wide program implementation leveraged a Rapid Cost Analysis, materials management assessment, L6S roadmap, and ASCM/SCOR concepts, with a strong focus on team training and development.

Results:

-8% savings realized and pipeline of 6% was created.

-Security of Supply increased by ~60%

-Sole/Single source countermeasures reduced risk 35%

-VA/VE and Strategic Make vs Buy savings of $2.8M

-Supplier OTD improved from 57% to 88%.