Supply Chain Manager

SONNY C. TANG

***** *. ******* **. ********, Arizona 85139

cell 602-***-****; email **********@*****.***

Results driven Supply Chain professional experience with progressive

leadership responsibilities in areas of: strategic procurement, cost

reduction and profit optimization modeling, Long Term Contract (LTC)

negotiations, commodity strategies, supplier transitions, inventory

management and development of STRAP (Strategic Planning) and AOP (Annual

Operating Plan) strategies.

CAREER HIGHLIGHTS

. Strategic Sourcing Team Leader responsible for development of cost

negotiations via Long Term Contracts (LTC), management of supplier

performance, commodity management process improvements, mentoring,

escalation and overall supplier relationship improvement.

. Developed comprehensive commodity and cost reduction strategies for a

10 member Strategic Sourcing team responsible for a $480 million

annual expenditure of aerospace fastener and hardware commodities.

. Overdrove cost savings AOP (Annual Operating Plan) goals by 250%;

contributed to over 30% of Honeywell's entire Aerospace AOP sourcing

goal; awarded a Gold Bravo issued by the VP of Honeywell Global

Sourcing.

. Created a Honeywell Operating System (HOS) integrating a Six Sigma

systematic approach with defined processes to optimize cost savings in

the Supply Chain and increase profitability in the Total Cost of

Ownership model. Proficient utilization of Excel and Access database

tools to resolve complex solutions.

. Automated the LTC RFQ process, creating enablers to streamline the

price negotiation strategy to achieve consistency and measurement of

critical financial successes.

PROFESSIONAL EXPERIENCE

JANUS FASTENING SYSTEMS, Chandler, AZ

3/10-7/10

Startup aerospace fastener manufacturing company closed due to lack of

investment funding

Sales Manager

. Oversaw sales and establishment of key customer base from the ground up.

Cold called for prospects and forged relationships that generated new

clients in short period of time for an unproven startup company.

. Conducted sales presentations to new clients to increase visibility to

our commitment to customer excellence.

. Designed and implemented a sales and marketing campaign geared towards

improving the clients supply chain solutions as an integrative strategy

to reduce labor and product costs, inventory, lead times.

. Expanded concept of strategic planning, promoting product line management

vs. fragmented purchasing practices.

. Incorporated all facets of the manufacturing model, constructed entire P&

L model from scratch to ensure profitability.

. Created strong internal collaborative approach through an integrative

sales inventory operations and purchasing (SIOP) strategic planning

process.

. Instrumental in the creation of an automated pricing tool to quickly

provide pricing back to customers, competitive edge that no other

competitor can provide.

B/E AEROSPACE, (formerly Honeywell Consumable Solutions, acquired by

B/E), Tempe, AZ 2008-2010

Strategic Sourcing (Team-Lead)

Direct supervision (post acquisition) of a six-member team of Strategic

Sourcing Commodity Managers responsible for development of LTC cost

negotiations.

. Administered a 40,000 parts Supply-License Aggreement between

Honeywell and B/E Aerospace. Coordinated efforts for both purchasing

organizations to ensure Honeywell purchase products from B/E

Aerospace.

. Responsible for obtaining cost for items not priced on the Agreement.

Worked closely with the program manager to identify parts that were

margin leakers on the Agreement and renegotiate pricing to optimize

profitability.

. Point of contact for Alcoa Fasteners, single largest supplier,

representing 20% of the annual commodity expenditure.

. Provided key leadership in the development, design, architecture of a

shopping database for new Honeywell business proposals for the

Aggreement. Reduced the shopping cycle time for a three member

shopping team.

HONEYWELL, Consumables Solutions; Tempe, AZ, 2007-2008

Strategic Sourcing (Productivity Leader)

. Effectively deployed a comprehensive Honeywell Operating System

(HOS) to ensure that the cost variance for the commodity

expenditure did not exceed the AOP goal of negative $24 million.

Achieved negative $9.5 million vs. the negative $24 million

goal, exceeded goal by 250%, increased $14.5 million in P&L.

. Instituted campaigns guided by the principles of the Total Cost of

Ownership for the Supply Chain and P&L models. Achieved results by

concentrating on fundamental cost savings solutions: purchasing

approvals, order policies, re-negotiating product portfolios, EOQ

modeling, inventory, re-optimization with supplier transitions.

. Created a forecasting model that predicted the negative cost

cancers at the commodity and part level. Essentially, being able

to diagnose and apply a remedy well in advance to limit or

change the projected negative cost driver.

. Integrated Supply Chain initiatives with Sales and Marketing

strategies to further develop a broader and stronger negotiation

presence. Key levers were the introduction of new business programs,

organic growth pathways.

. Developed a tracking system to ensure costs saving objectives were met

by flagging non-optimal purchases and continuously training buyers to

make discipline financial decisions.

HONEYWELL, Consumables Solutions Group; Tempe, AZ

2001-2007

Strategic Sourcing (Commodity Manager)

. Strategic Sourcing Commodity Manager for on the Honeywell and B/E

Aerospace Supply-License Agreement.

. Developed and negotiated commodity strategies based on part family

portfolios; bundled packages with common characteristics to lower cost:

raw material, manufacturing operations, shipping and outside processes.

. Achieved $5 million in annual savings; average of 20% cost reduction; 75%

spend and 50% part penetration on LTC's; key vehicle for prevention of

cost volatility and margin erosion.

. Inaugurated first e-Auction based tool to achieve savings of $1

million; accelerated utilization of improved cost.

. Led a Honeywell cross-functional team to approve a secondary supplier

in a 2 month period (normally a 1 year project). Delivered key

milestones to rescue Honeywell overhaul facilities from lines down

situation within the transition period.

. Drove projects to improve processes to increase performance levels for

on-time delivery and quality; increased OTD to 85% from 50%; decreased

PPM to 1000 from 4000.

HONEYWELL, Hardware Product Group; Tempe, AZ

2000-2001

Planner/Buyer Administrator

. Utilized MRP tool to plan and purchase a 4000-part portfolio to support

distribution requirements for HPG's core customers and divisional

customers.

. Supported overall HPG Materials Management goal of reducing $32 million

dollars in inventory by achieving $1.6 million dollars cost

savings while increasing customer fill rate by 10%.

. Instrumental in the creation of Excel tools to analyze/formulate plans

for an upside of emergency materials- successfully supporting two critical

Honeywell Engines programs.

. Assertive in forming tactical resolutions to maintain less than 5%

parts below targeted safety stock levels to support volatile

OEM/Aftermarket demand.

INTEL CORPORATION, Resellers Product Division; Folsom, CA

1999-2000

Analyst/Business Planner

. Planner for the assembly of the Pentium III processor and fan heat

sink for the aftermarket channel.

. Planned and coordinated weekly production factory requirements through

BOM scheduling.

. Developed assembly schedules for two overseas PIII Processor factories

and three test & assembly factories to ensure factory feasibility and

commitment for monthly booking cycles.

. Utilized SAP to improve CCP (Corporate Commits Process), billings,

backlog and over-booking.

Prepared analysis/summaries for upper management to understand any

material, capacity, and engineering constraints.

EDUCATION

B.S.1998, Supply Chain Management

Arizona State University

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