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Manager Assistant

Camas, Washington, 98607, United States
March 04, 2018

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**** ** ******** ******, *****, Washington 98607

M: 805-***-****


20+ years of Multiple-Industry Global Sourcing Experience

Strategic Sourcing in China, Europe, Mexico, and S. America

Consistent Bottom-Line Contribution & Cost Reduction

Strategic Focus on People Development, Teamwork, Performance, & Change Leadership

Excellent Executive Mgmt & Communication Skills

Ability to Meet & Exceed Stated Goals/Objectives


Concord Law School June, 2014 – present

Working on Law Degree via on-line curriculum

Pangea Motors, LLC Vancouver, Washington

Director of Global Procurement January, 2014 – June, 2014

Reports directly to the Chief Executive Officer

Short-Term Job Expectation/Job Requirement from CEO was to focus on Product Sourcing, identifying a Supplier for each and every Purchased Part required per the Bill of Materials. As a Start-Up Company, the Product Sourcing effort was critical to ensure the availability of both Production Parts (to support the “Start of Production” for the 1st 30 Electric Vehicles in Manila, The Philippines). Product Sourcing was also essential in supporting the Engineers and Designers, who would regularly and urgently require Prototype Parts for testing and validation. Therefore, this initial Job Expectation/Job Requirement as defined by the CEO essentially included by Prototype and Production Purchased Parts, as required either by the Bill of Materials and/or by the Pangea Motors Engineers & Designers. This Short-Term Job Expectation/Job Requirement was achieved without exception (100%). All required Purchased Parts required per the Bill of Materials were indeed sourced, purchased and ultimately delivered to the Pangea Motors Production/Assembly facility in Manila, The Philippines… prior to the actual “Start of Production” Event.

Intermediate-Long Term Job Expectation/Job Requirement was proposed by me to the CEO and received his full approval and support. Specifically, this Intermediate-Long Term Job Expectation/Job Requirement focused to reduce the Cost for every Purchased Part. To accomplish this objective, my course of action was to use a “plan for every part approach”. The “plan for every part” is an approach that I developed throughout my years as a Procurement Professional, which provides for the use of multiple tools to achieve the desired Goal of Cost Reduction. I verbally committed to the CEO that my personal goal was to implement Cost Reductions that would exceed my Annual Salary by a magnitude of seven (7), with a stretch goal of achieving Cost Reduction results that would of exceed my Annual Salary by a magnitude of ten (10). By the time that I was separated from Pangea Motors (e.g. a period of 5 months of work effort), I was well on track to achieve the Cost Reduction Goal of exceeding my Annual Salary by a multiple of seven (7). These results can be supported via Pangea Motors internal documents, and the “tracking board” that I utilized to keep an ongoing visual record of actual and in-process efforts. Conservatively speaking, if Pangea Motors Produced/Assembled a Quantity of (500) Electric Vehicles during Calendar Year 2014, I had already reported implemented Cost Reduction results to the CEO of a magnitude of 4x my Annual Salary. Further the Cost Reduction results achieved were just the “tip of the iceberg” of the total amount of efforts that I had well underway in China. Conservatively speaking, achieving actual implemented Cost Reductions in a magnitude of at least 7x my Annual Salary were well within reach and would have been not only achieved, but exceeded.

NACCO Materials Handling Group Fairview, Oregon

Global Strategic Commodity Manager – Drive Train Category March, 2010 to November, 2013

Reports directly to the Director of Global Procurement – Product Development Centers

Develop and Implement Global Strategy for the Product Category of Transmissions, Drive Axles, Brake Systems, and Steering Columns

Serve as Global Commodity Manager, effectively interfacing with and leading global initiatives via regionally-located Commodity Managers and Buyers, acting as the driving force to ensure that the defined Global Strategic Plan for the Product Category is implemented.

Drive year-over-year improvement in Global Supplier Performance via the use of Supplier Scorecards, measuring Cost Competitiveness, On-Time Delivery, and Product Quality.

Continually search to identify the best supplier solutions in the world for the Company’s requirements in terms of Total Cost of Ownership, Delivery, Product Quality, Product Development, and Innovations.

Contribute bottom-line savings for the Company through the implementation of Cost Reductions, recovery of Warranty Claim Costs, recovery of occasional Rework Costs associated with Quality Issues, and recovery of Premium Freight Costs incurred due to the Supplier. Company’s annual requirement for a minimum of 3% year-over-year Cost Reductions was achieved each year.

Utilized a Supplier Performance Measurement System (Annual Scorecard) for all global suppliers to provided objective ratings, feedback, and opportunities for improvement. In conjunction with this, provided Annual Rewards to recognize high-performing Suppliers, with recognition given to Supplier of the Year, Most Improved Supplier, and Above and Beyond Supplier awards issued.

Responsible for purchases in the amount of approximately $175M annually.

Achieved $5,600,000 in Purchased Product Cost Savings, year over year, for 2010 vs. 2009 (3.2%).

Achieved $6,475,000 in Purchased Product Cost Savings, year over year, for 2011 vs. 2010 (3.7%).

Achieved $4,590,000 in Purchased Product Cost Savings, year over year, for 2012 vs. 2011 (2.9%).

Completed a Special Project assigned by VP – Supply Chain to work with Legal Staff to develop a Master Supply Agreement (MSA) template for negotiation and execution with all Key Suppliers.

Negotiated and Executed a total of eleven (11) Master Supply Agreements with my Key Suppliers during Calendar Years 2011 and 2012.

International E-Z UP, Inc. Riverside, California

(5-year assignment with International E-Z UP successfully completed, accepted position with NACCO in Oregon)

Director of Global Operations July, 2008 to September, 2009

Reports directly to the Chief Financial Officer (CFO)

Same responsibilities as below, but with the addition of Supervising the Engineering Department

Director of Global Sourcing & Corporate Quality Control September, 2004 to June, 2008

Reports directly to the President/Chief Operating Officer (COO)

Manage a global Procurement team comprised of two (2) US-based Strategic Sourcing Specialists, one (1) Hong Kong-based International Sourcing Manager, one (1) US-based Quality Manager, and three (3) China-based Quality Control Inspectors

Travelled extensively internationally, primarily in China, Taiwan, Korea, and Japan, in an effort to identify the best global suppliers to achieve and consistently maintain the Company’s requirements in terms of total cost, quality, and delivery.

Implemented a Supplier Performance Measurement & Feedback System for all global suppliers to provided objective ratings, feedback, and opportunities for improvement.

Developed a Supplier Cost Reduction Initiative with all global suppliers, which provided for a cost sharing reward system. Annual year-over-year Cost Reductions ranged between 3% and 4.5%.

Responsible for purchases in the amount of approximately $37M annually.

General Motors Corporation June 1985 to August 2004

North American Operations – Warren, Michigan

(left to get Married in California, and accepted Director of Global Sourcing position there with International E-Z UP)

Director of Purchasing – Advanced Development (1996-2004)

Reported to the Executive Director of Worldwide Purchasing

Directed Advanced Purchasing activities for Car and Truck Groups, responsible for approximately $215.0 million in total annual purchases, supporting GM’s manufacturing operations worldwide

Managed a Purchasing staff comprised of six Buyers and three Supplier Quality/Development Engineers

Led the supplier selection process for globally strategic and long lead-time commodities requiring early decision and long-term agreements

Communicated and drove the utilization of one common Advanced Purchasing process throughout all Car and Truck group Purchasing locations worldwide

Chaired the Advanced Technology Supplier Committee, promoting the sharing of innovative solutions

Negotiated, executed, and implemented major contracts of a multi-year or lifetime nature, with typical annual Cost Reductions of 5%, 5%, 4%, 4% and 3% over a five-year period

Purchasing Manager – Automotive Interiors (1994-1996)

Reported to the Executive Director of North American Operations Purchasing

Responsible for approximately $175.0 million in annual purchases

Served as Global Creativity Team Chairman for three global Commodity Teams: Instrument Panels, Floor Consoles, and Door Trim, managing four Buyers and two Assistant Buyers

Purchasing Agent – Automotive Interiors (1993-1994)

Reported to the Director of Buick Motor Division Purchasing

Responsible for approximately $110.0 million in annual purchases

Served as Global Creativity Team Chairman for two global Commodity Teams: Instrument Panels and Floor Consoles, managing one Assistant Buyer and one Administrative Assistant

Senior Buyer – Automotive Interiors & Chassis Systems (1989-1993)

Buyer – Automotive Interiors & Chassis Systems (1987-1989)

Assistant Buyer – Automotive Interiors & Chassis Systems (1985-1987)


Kettering University (formerly General Motors Institute) B.S. – Industrial Administration (Flint, Michigan)

Central Michigan University M.S. – Administration (Mt. Pleasant, Michigan)

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