Supply Chain Manager

Alfred T. Webb

**** ********** ***

Zionsville, IN 46077

Direct: 317/873-8977 Cell: 317/513-4316 abm7c4@r.postjobfree.com

BACKGROUND SUMMARY

Supply Chain Purchasing/Cost Management expertise within the aerospace,

automotive and telecommunications industries. Experience with strategic

supply chain development and deployment, collaborative cross functional

work team leadership, strategic sourcing, contract negotiations, supplier

performance management, cost analysis, budgeting/ forecasting, and business

process redesign for performance improvement.

CORE COMPETENCIES

. Senior Purchasing professional in the procurement of goods and

services

. Product cost/supplier management professional in the supply chain

. Excellent leadership and communication skills

. Strong analytical and problem-solving skills, development of

innovative solutions to complex problems

. Skilled at creating strong personal relationships, motivating teams

and influencing decision makers at all levels.

EMPLOYMENT HISTORY

Rolls-Royce Corporation, Indianapolis, IN.

1999 - 2009

Program Manager/Commodity Spec., Operations Purchasing, Supply Chain Mgmt.

(2008 - 2009)

Sr. Manager/Financial Controller, Indirect Purchasing, Supply Chain Mgmt.

(2005 - 2008)

Sr. Manager, Value Improvement, Supply Chain Mgmt. (1999 - 2005)

EXPERIENCE AND ACCOMPLISHMENTS

Supply Chain Management - Operations Purchasing

. Served as liaison between aerospace engine program office and the

supply chain organization. Led cross-functional team that exceeded

its program cost requirements by $5 MM while achieving quality and

technical standards.

. Developed and implemented strategic sourcing strategies for major

Rolls-Royce (R-R) global aerospace compressor suppliers leading to a

reduction in the number of suppliers from six to four while improving

cost (15%) and delivery (8%) compared to the previous program.

. Led contract negotiations with three major aerospace manufacturers in

the UK and Israel representing $30 MM in annual spend. Combined

negotiations led to a $2.5 MM reduction in component price (8%) and an

improved long- term relationship with all three suppliers.

. Negotiated successful settlement and termination agreements with two

major suppliers due to program cutbacks; became the benchmark for R-R

in future settlements.

. Collaborated with first tier suppliers on supply base management.

Assisted in locating and growing new sources of more cost competitive

and responsive supplies. Reduced piece cost from forging supplier in

excess of 50% resulting in $1.5 MM cost savings.

. Led cross-functional team in root cause and corrective actions to

address product and process issues with two first-tier vendors with

substandard performance. Resulted in a 30% improvement in delivery

performance and 25% improvement in quality metrics within 6 months.

Supply Chain Management - Indirect Purchasing

. Collaborated in the development and implementation of the North

America Indirect Services Center (NAISC) responsible for procuring all

indirect materials and services for Rolls-Royce North America (RRNA).

. Managed procurement of $300 MM in indirect spend for RRNA leading a

staff of eight professional buyers.

. Guided the team to substantially exceed North American cost reduction

targets for 2006 and 2007 providing savings of $22.5 MM vs. a $15 MM

forecast/budget.

. Led development and implementation of commodity strategies through the

Contract Review Board for logistics services, corporate services,

labor, and consumables. These initiatives resulted in a North

American savings of nearly $15 MM over a two year period.

. Championed activity that reduced number of indirect suppliers from

over 1,000 to 300 resulting in a more responsive, cost competitive

supply base.

. Developed cost savings guidelines handbook for the procurement

organization that became the benchmark with the finance organization

for verifying cost savings.

. Collaborated in the development and implementation of supplier

scorecards used to drive performance within the supply base.

Increased on-time delivery performance from 90% to 98% from 2005 to

2008.

. Developed spend database that captured all RRNA indirect spend by

commodity, supplier, location and amount. Information used to develop

commodity/supplier sourcing strategies and became the foundation spend

database for R-R globally.

. Led development and implementation of the risk management strategy.

This identified several risks in the start-up of NAISC and the

successful mitigation of those risks.

. Championed the development of written strategies for every supplier,

part and commodity. This document addressed performance history,

technology trends, price, and specification data and has been

recognized by senior procurement management as an invaluable aid in

the transition from suppliers/commodities to new buyers.

Supply Chain Management - Value Improvement (V.I.)

. Directed the development, growth and influence of the Value

Improvement/Strategic Cost function within Rolls-Royce Corporation

(RRC).

. Managed staff of eight supply chain value engineers assigned duties to

reduce costs and eliminate non-value added activities within the

internal and external supply chain. Implemented over $30 MM in actual

cost reductions from 2000 to 2005.

. Grew the strategic cost function to include cost reduction activities

for the entire product lifecycle of R-R aerospace engines (from

product inception to product disposition) resulting in excess of $20

MM in product cost avoidances from 2002 to 2005.

. Led several customer value process (CVP) workshops with cross-

functional team members, suppliers and customers that identified over

$17 MM in cost reductions.

. Developed the "total cost of ownership model"; "process based should

cost models", "net present value model" and "parametric statistical

price models" to drive cost performance throughout the supply chain.

Senior management endorsed these models; they are mandated for use in

the evaluation of supplier performance.

. Led design change initiative with major supplier to use less expensive

materials and simplify processes leading to a $2 MM savings in piece

cost and $150K reduction in tooling.

. Led and initiated collaborative cross-functional supply chain visits

with leading supply chain companies (Deere, Harley-Davidson, Honda) to

keep abreast of best-in-class supply chain practices helping R-R stay

at the forefront of supplier cost management.

ADDITIONAL EMPLOYMENT HISTORY

Ford Motor Company, Dearborn, MI. 1989 - 1999

Total Cost Management Specialist Ford Parts and Services Division (1996 -

1999)

Sr. Financial Analyst North American Automotive Operations (1993 - 1996)

Financial Analyst Car Product Development (1989 - 1993)

Prudential-Bache Securities, Detroit, MI.

Sales Manager/Assistant Branch Manager/Account Executive

GTE Corporation, Stanford, CT.

Sr. Financial Planner

EDUCATION

Dartmouth College (Amos Tuck School), M.B.A., Finance

Bowling Green State University, B.S., Sales/Sales Management

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