Manager Engineer

EMIL ANDREW ESKENGREN

**** **** ****** **, *** Harbor, WA 98335 E-mail:

*******@*******.*** Phone: 253-***-****

DIRECTOR OF PURCHASING AURORA PARTS &

ACCESSORIES 2007 - Present

Aurora purchases 12,000 stocking trailer parts from a global network of 300

suppliers for distribution to 480 dealer locations in the US and Canada.

Annual purchases in 2013 will exceed $127M. A total of 80,000 stocking and

non-stocking parts are available for sale from Aurora's 300,000 sq. ft.

warehouse.

Hired, trained, and supervised a purchasing staff of ten (three commodity

managers, three buyers, one cost analyst, one senior design engineer, one

engineering draftsman, and one quality manager).

Consistently obtained non-market-wide cost saving targets and enhanced

Aurora's margin. Developed 17 long-term strategic agreements (LTA's) with

key suppliers to ensure uninterrupted supply, competitive costs, and

favorable payment terms. Coached buyers to think and act strategically when

negotiating with suppliers. Produced cost savings for Aurora by resourcing

items to both off-shore and domestic suppliers, negotiating part cost

reductions and rebates, consolidating suppliers, and reducing freight

costs. Results: Achieved more than $500K in non-market-wide savings for

Aurora in 2012 and 2011, $1M in non-market-wide cost savings in 2010 and

$1.1M in 2009. Achieved $110K in negotiated cost avoidances since 2011.

Improved purchase order accuracy to suppliers by ensuring all part lead

times, purchase pack quantities, stocking indicators, safety and desired

levels, excess and obsolete codes, and minimum order quantities are correct

in Aurora's AS/400 business system. Specified and implemented key

management reports to track critical aspects of material replenishment

including: backorders (by customer, category code, supplier, and due

date), items past due, future excess and obsolete (E&O) items, excess

material on order, and urgent purchase orders (PO's) to issue. Trained

buyers to proactively use these tools in their material planning.

Partnered with IT to create a new on-line secure Aurora supplier interface

(ASIS) that ensures the cost, quantity, and due date of every line item of

every PO is confirmed by the supplier before the PO is issued. ASIS

complemented the simultaneous launch of an EDI interface with key

suppliers. Results: Reduced on-hand inventory by $4M and decreased

backorders 40% while exceeding the fill rate target and increasing

inventory turns. ASIS minimizes invoice discrepancies. Suppliers are paid

on time and Aurora receives the maximum benefit of negotiated early payment

discounts.

Effectively managed all supplier costs. Created a structure on a corporate

server for all vendor cost files and developed a cost and price analysis

template used in every supplier cost change and dealer price adjustment.

Created analytical standards to ensure all part costs are reviewed for $

base movement and % cost change. Ensured resolution of all parts on-file

and not quoted by suppliers. Results: Dealer price changes by Aurora

Marketing are completed on time because all new supplier costs are accurate

and parts with significant cost changes have been reviewed and challenged

proactively by commodity managers.

Worked closely with Product Marketing to develop and launch new private

label programs. Led the design, material planning, and in-house production

of Aurora's private label (ProPar) composite roll-up overhead door for

heavy duty trailers. Developed all roll-up door components from initial

engineering design to final approval of the first articles and source

selection from off-shore sources. Specified the process flow and purchased

the required capital equipment to implement a manufacturing process.

Developed bills of material (BOM's) for multiple door assemblies and

ensured all engineering processes were documented. Results: Three well-

known trailer fleets purchased the Aurora overhead door for its new

trailers purchased in 2011. Over 7,000 Aurora overhead doors were produced

in 2011. Developed close relationships with Aurora Marketing and Sales to

proactively forecast requirements for new product launches and support of

new fleet customers.

SENIOR PURCHASING COMMODITY MANAGER PACCAR

PARTS 4 Years

Mentored and trained new commodity managers on organizational procedures,

analytical techniques, contract negotiation strategies, and system

capabilities within Aftermarket Purchasing. Led commodity managers by

stating clear priorities among 210 active suppliers. Provided negotiation

strategies for commodity-related cost increases and participated in off-

shore sourcing initiatives. Results: The Aftermarket Purchasing team

achieved annual cost reduction goals in 2004, 2005, and 2006. Created well-

defined LTA's with suppliers and obtained annual rebates and other non-

market-wide savings for PACCAR. This directly enhanced PACCAR Parts margin

and market competitiveness.

Worked closely with Marketing and Pricing team members to implement

critical dealer pricing adjustments after negotiation of 150 supplier cost

changes in the 4th quarter of each year. Result: The 2007 price tapes to

Kenworth and Peterbilt dealers, effective on January 1st, were released

with fewer cost discrepancies relative to any previous year.

PURCHASING COMMODITY MANAGER PACCAR

PARTS 3 Years

Negotiated costs with twenty suppliers producing seat assemblies, filters,

chemicals, and metal accessories with total annual PACCAR Aftermarket

purchases of $44.5 million. Teamed with Aftermarket Engineering to develop

new steering component kits and reduced a supplier cost increase by $100K

annually. Produced an RFQ for R-134A refrigerant and awarded the

production and aftermarket business to a single supplier - saving $56K

annually. Created and implemented a unique aftermarket-only long term

agreement with a key filter manufacturer. Result: The filter LTA produced

cost reductions and rebates totaling $240K annually for PACCAR Parts.

Developed techniques to analyze every part number on every invoice

discrepancy and reverse short-pays to suppliers. Resolved complex cost

discrepancies within Aftermarket Purchasing so suppliers could receive

payment. Result: Paccar Parts developed routines to automate these

procedures and reduced administrative overhead in Aftermarket Purchasing.

AFTERMARKET PURCHASING COST ANALYST PACCAR

PARTS 2 Years

Compared all production parts to all aftermarket parts and identified

production items which superseded to unique aftermarket part numbers.

Identified key items with significant cost differences and alerted

commodity managers. Result: One supplier reduced costs on one part

number and produced annual savings of $47K. Major cost disparities on

brake valves were also identified and submitted to Corporate Purchasing to

assist in contract negotiations.

Analyzed every vendor cost change received by PACCAR Aftermarket

Purchasing. Created a comprehensive directory structure on the PACCAR

Intranet to track and archive all cost changes and vendor quotes. Result:

Marketing Directors and Commodity managers efficiently target cost changes

on parts critical to PACCAR profit. Aftermarket Purchasing accepted cost

increases 30% less than originally proposed.

ACQUISITION PROJECT OFFICER US AIR

FORCE (BOEING) 4 Years

Planned and integrated a complete flight program for a $30 million E-3A

AWACS aircraft passive detection system in Europe by scheduling each flight

plan and committing airspace, ships, radars, and fighter jets as test

assets from many NATO countries. Organized a diverse team of fifteen Air

Force, Boeing, and NATO foreign nationals on a politically sensitive

mission to deploy the AWACS aircraft on schedule to a German airbase.

Result: Successfully led members from multiple European nations to develop

and execute a test flight plan in crowded skies, thus providing critical

data for AWACS system improvement.

CONTRACTING OFFICER US AIR FORCE

(HANSCOM AFB, MA) 4 Years

Completed multiple request-for-proposal developments (RFP's), contractor

prototype and production proposal evaluations, in-plant manufacturing

reviews, vendor source selections, program status reviews, and work

measurement surveys in support of four large contracts procuring UHF and

VHF airborne systems and air traffic control contracts. Designed and

implemented contract requirements to ensure producible Air Force circuit

boards by requiring manufacturing sign-off on all design changes and

projected cost impacts. Developed contractual award fee criteria to

motivate contractors and measured compliance. Supervised three

manufacturing specialists in managing all government furnished inventory.

Result: Negotiated and awarded contracts on time and ensured transition

of developmental hardware to production.

EDUCATION / TRAINING

MBA, Procurement Contracting Western New England

College

BS, Engineering & International Affairs United States Air

Force Academy

Six Sigma Green Belt PACCAR, Inc.

Procurement Program Management Air Force

Institute of Technology

SKILLS

Microsoft Access, Excel, Word, PowerPoint; AS/400 Business Interface (ASI

at PACCAR & DST at Aurora Parts)

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