**** ********* ****. *****: acrigy@r.postjobfree.com

Palm Harbor, Florida 34685 Cell: 727-***-****

SUMMARY

Innovative, challenge-driven manager with a proven track record leading teams and organizations through complex change and robust growth to visionary solutions. Seasoned international professional with 30 years contributing to the success of major industry leaders Intel, Newell-Rubbermaid, Jabil, Eaton, Celestica, and Rolls- Royce as they outpaced their respective marketplaces during periods of extraordinary challenges, technological advances, competition and growth. Experienced leader across the entire supply chain and business enterprise including S&OP, Demand Mgmt., MPS, strategic sourcing, supplier relationships, manufacturing, inventory management, ERP, tactical procurement, commodity management, customer service, logistics, distribution, and business/strategic planning. Extensive international experience including all areas of Asia, Eastern/Western Europe, Latin America, and South America.

PROFESSIONAL EXPERIENCE

BFG SYSYEMS

Executive Consultant / General Manager 2013-Present

Leading the development of Manufacturing and Supply Chain strategy and capabilities in the SMT and Additive Manufacturing / 3D Printing areas. As a BFG partner am co-developing Business Development Plans as well as Investor Strategy. Positioning the business as a small business, Veteran Owned entity lying within an Enterprise Hub-Zone. Focus is on all Prototyping, especially in the Medical, Aerospace, Defense, and Automotive sectors but not limited to them. Also Advanced Manufacturing processes and Engineering Services expanding in HMLV markets.

ROLLS ROYCE

Senior Leader - Global Commodities – Aerospace/Defense 2011-2013

Lead a Global team in the Aerospace Sector responsible for managing an annual spend in excess of $400 million. This includes Supplier Relationship and Development with leading Aerospace companies such as Honeywell, Parker, GE, and Sumitomo. Developed world class long term Commodity Strategies, Responsible for all NPI/Sourcing management. Partnered with Design and Application Engineering to work with internal customers and external suppliers to jointly align technology and manufacturing technology roadmaps to assure enablement of future engine technology and delivery, forecasted to save $20 million in NRC per engine. Drove cost reduction and reduce time to market processes resulting in 30% improvements. Negotiate large, long term, and complex commercial agreements in excess of $1 billion.

CELESTICA

Director of SCM – Aerospace and Defense 2010-2011

Responsible for all aspects of SCM for Celestica’s Aerospace and Defense business which requires U.S. based manufacturing and ITAR regulated products. This included NPI, strategic sourcing, procurement, SMI/VMI, demand management, planning, purchasing and warehouse/logistics. Chartered with implementing world class processes around KPI’s, Lean, 5S, MPS, Supply models, Customer replenishment/FG models, and ERP configuration. to facilitate 25-30% annual growth rates supporting Tier 1 Defense/Aerospace customers such as Raytheon, Honeywell, GE, and others.

EATON CORP.

Corp. Vice President – Materials Management 2007-2009

Enterprise wide responsibility for a large Diversified Industrial company ( $12+ Billion/yr ) with over 200 facilities around the world for all functions of Materials Management from Order to Delivery, including Demand Management, Master Planning, Capacity Planning, Inventory Control and Management, Production Planning, tactical Purchasing, and Warehousing functions. Accountable for world wide DOH, ERP Utilization, Organizational Capabilities and growth, policy creation and governance including 5000+ MM employees. Work with all Sectors and Groups to coordinate Enterprise strategic roadmaps. Implement standard work across all plants and facilitate improvement of key KPI’s such as cash flow, mfg efficiencies, logistics costs, customer OTD/satisfaction. Managed all Materials Functions through a 35% reduction in sales ( ’09 vs. ’08 ) due to recession while producing record cash flows for every quarter in 2009. Reduced inventories over $600 million, and significantly contributed to a record cash flow of $1.2 billion despite the down economy. Implemented Materials Management Competency and Health Programs across the entire enterprise.

JABIL 1999-2007

Director of Global Commodity Management

Responsible for global team overseeing all aspects of $5 billion/yr in global semiconductor spend. Direct all sourcing strategies. Accountable for supplier development/management, contract negotiation/administration, pricing negotiations, and optimizing total cost of ownership by establishing customized terms and conditions that govern the business relationship. Develop design partnerships and technology roadmap synergies with the semiconductor industry to support Jabil’s ODM and collaborative design initiatives. Global team negotiates and implements global supply chain solutions with suppliers including JIT, VMI, Consignment, Kanban, and demand pull processes specific to the requirements of a customer or market segment. Decreased Jabil’s semiconductor pricing by an average of 3.5% per quarter through development and deployment of targeted strategies with key suppliers.

Director Global Business Unit Materials

Senior Global Supply Chain member of corporate team chartered with new business development and due diligence related to major automotive acquisition opportunity. Assessed and modeled all areas of the supply chain, defined transition plans, and identified key critical path activities. Crafted an original Purchasing Services Model that facilitated early cost savings for customer prior to full integration and transfer of manufacturing. Extensive multinational engagement at executive levels in a highly competitive environment resulted in an immediate 8% cost advantage for customer and a strategic business win for Jabil.

Senior Global Business Unit Materials Manager

Led an international team responsible for all supply chain initiatives of the Philips Electronics Business Unit. A very complex acquisition of over $1 billion/yr in sales ($800 million COGS ), Philips was Jabil’s largest customer. Included acquiring nine (9) Philips CE manufacturing facilities and 5000 employees in 7 countries, eventually producing products in 14 factories globally. Converted 5 inherited ERP systems to Jabil’s SAP system Transferred $300 million in product revenue to low cost regions in Mexico, China, Hungary, and Ukraine, resulting in 10% savings for the customer. Increased inventory turns from 6 to 12, freeing over $70 million in cash.

Global Business Unit Materials Manager

Led an international team responsible for all supply chain activities of the Cisco Business Unit. Facilitated account growth from $300 million/yr to $900 million in less than 3 years, resulting in Cisco becoming Jabil’s largest customer at the time. Involved extensive interaction with executive management at customer, suppliers, and internal factories. Transferred over $500 million/yr in manufacturing to Asia and Latin America, generating more than 10% annual savings to Cisco.

NEWELL/RUBBERMAID 1998–1999

Director of Materials

Managed Planning, Purchasing, Logistics, and Distribution organizations for the Mirro Company, a Division of Newell Rubbermaid. Responsible for over 300 employees including exempt, direct, and Union workforce, as well as more than 2 million sq.ft of warehousing/distribution centers. Major customers included Wal Mart, Kmart, Target, and Costco. Reduced overall inventory by 30%. OTD improved to over 99%.

INTEL 1982-1996

Program Manager – SAP

Senior leader of the Intel implementation team for SAP. Directly responsible for all Materials modules encompassing every aspect of parameter modeling, defaults, financial links, project implementation plans, and integration with other SAP modules. Worked closely with Price Waterhouse and other module leaders to develop an optimized enterprise-wide ERP environment.

Program Manager – Supply Chain Processes

Reported to the Corporate VP of Manufacturing. Chartered with significantly simplifying the supply chain/order management process for the $10 Billion Microprocessor division. The business solution implemented included redefining part number schemes, establishing form-fit-function criteria, developing semi-finished goods strategies, and initiating “pull” final assembly-to-order links. Designed and deployed an object oriented data base and front end that allowed unique customer non-form-fit-function attributes to be identified and produced without requiring unique manufacturing orders. Results achieved included excess inventory reductions, simplified sales management, streamlined ordering requirements for customers, and reduced manufacturing costs in accordance with project schedule.

Business Planning & Customer Service Manager

Responsible for all areas of supply chain, demand management, order management and customer service for the global Automotive Business Unit. Major customers included Ford, Chrysler, and Daimler-Benz. Implemented JIT 3PL models to support lean Automotive initiatives. Assured capacity and continuity of supply via internal and external Asian supply chains. Optimized world wide inventories to assure 100% OTD. Grew business by over 100% in 2 years introducing anti-lock brake and suspension technologies.

Manufacturing and Materials Manager

Established manufacturing and materials organizations for 1st Intel high volume advanced packaging U.S. semiconductor test facility. Produced leading edge microprocessors, microcontrollers, and military grade products. Extensive interface with product development, engineering, sales and test equipment manufacturers to support high end product ramps. Transferred the manufacturing processes, products, and equipment technologies to Asia while continuing to ramp U.S. facility. Produced over $1 billion/yr of semiconductors upon completion.

Planning & Materials Manager

Established Planning and Materials organizations for 1st Intel high volume advanced packaging semiconductor assembly factory. Introduced 80386/80486 platforms in leading edge packaging. Drove equipment manufacturers to enable migration of semiconductor technology with packaging technology. Factory production/revenue increased from $0 to over $1 billion/yr in less than 18 months.

Senior Planner

Master Planning and Production Planning for components, boards and systems. Responsible for all MRP II planning and execution. Drove all capacity analysis. Coordinated all transfer activities related to product plans when plant activities transferred to Puerto Rico.

Production Supervisor

Responsible for all line activities including systems assembly and test, cable/harness manufacturing, and packing/shipping. Transferred existing board and mainframe systems manufacturing operations from California to new facility in Arizona while ramping production by 500%. Led over 50 employess.

EDUCATION

B.S. Business - Management

Northern Arizona University

Flagstaff, Arizona

December 1981

Selected by Jabil Executive Management to participate in Harvard Executive Leadership Program.

Identified as one of a select group of “High-Potential Employees” for executive-sponsored, targeted career development. Criteria for nomination and acceptance included aptitude, contribution and capability for promotion to VP level within three (3) years.

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