Strategic Sourcing, Supply Chain, and Logistics Leader

Highly motivated, results-driven, experienced executive powered with expertise in Strategic Sourcing complemented by Operations and Logistics focus. Excels in creating and implementing effective plans to realize savings and support profitable business operations. Empowering manager adept at developing and directing cross-functional teams to achieve goals. An exceptional relationship builder, creative problem solver, entrepreneurial and a leader who is both a strong strategic “big picture” thinker and tactical expert.

Core Strengths

Strategic Sourcing and Negotiation

Business Management and Operations

Vendor Relationship Management

Supplier Performance Management

Cost Reduction

Contract Management

Spend Analytics

Strong quantitative, analytical, and problem-solving skills

Six Step Sourcing Process

Problem Resolution and Decision Making

Continuous Process and Performance Improvement

Relationship Building

Business and Interpersonal Communication

Creative, open-minded, and flexible

Ability to engage and communicate effectively to multiple global stakeholders

Total Cost of Ownership

Accomplishments

April 2016 to date MB Financial Bank Assistant Vice President, Strategic Sourcing

Brought to the organization industry best practices; standardized RFx process, contract management, spend analytics, purchasing practices and supplier performance management.

Successful Sourcing events: IT Hardware (23% savings), business card production (26%), small parcel (7%), transactional print (12%), remote scanner ($9k- New program).

Created and managed the RFx process with the MB Lines of Business for these categories – including pricing analysis and contract negotiation.

Managed a cross functional team performing comparative analysis of leading P2P solutions.

Started and managed a Vehicle Fleet Management Program of 110 vehicles and $700k of annual spend.

October 2015 to April 2016 MB Financial Bank thru Accounting Now Strategic Sourcing

A temporary engagement to develop a Strategic Sourcing capability. Implemented a spend analytics tool, vendor rationalization and centralize purchasing activities. Developed and improved corporate policies for cell phone and leased vehicles. Renegotiated office supplies, document destruction and small parcel agreements.

January 2008 – March 2015 Wolters Kluwer Director, Strategic Sourcing

A global leading provider of information and software solutions and services for professionals in the tax, financial, health and legal sectors. Annual revenues of €3.6 billion, and 20,000 employees in multiple business units worldwide.

Selected for the new and elite Wolters Kluwer Strategic Sourcing function reporting to the Global Vice President of Strategic Sourcing.

Held integral role in business process outsourcing of Strategic Sourcing function from vendor selection through implementation. Led vendor consent process and assisted with transition of spend analytics to new provider.

Global innovation program semi-finalist for plan to migrate to electronic invoicing from the current paper-based solution.

Category manager for logistics and print/production categories.

Miscellaneous Sourcing as needed: conference call providers, learning management systems etc.

Logistics

Reduced small parcel cost by $1.3 million off of $15 million base.

Reduced small parcel spend by $20k annually through aggressive mode optimization and implementing a consolidated corporate reporting system and education of offsite shippers.

Reduced number of small parcel accounts by 38%, and implemented processes to eliminate obsolete accounts.

Reduced inbound logistics cost by 10% by taking control of inbound shipments through implementation of national LTL and TL agreement and requiring supplier participation.

Reduced parcel auditing fee by 3 points, 4 points below market pricing. Attained through rigorous RFP and vendor section process that culminated in replacing incumbent vendor. Drove shipment audit from 42% to 85%.

Print

Developed strong cross business unit category team.

Developed vendor pool concept of qualified print vendors to serve multi business unit environment achieving 91% compliance to pool vendors.

Created print estimate aggregating tool, which enabled vendors to supply their own estimators which enable buyers to award business on a total cost of ownership basis.

Led change to standardized/hybrid papers across Wolters Kluwer businesses. Savings for one unit on a single title saved $260k.

Developed and managed process for Sustainability data collection for use of certified papers.

Led design and implementation of Supplier Performance management program. Effectively and efficiently implemented for 15 major suppliers for the print/production category.

June 1984 – January 2008 CCH INCORPORATED (a Wolters Kluwer Company) Management Roles

Director, Manufacturing Services Managed 10-person team responsible for purchasing $20 million in print, CD ROM & diskette, paper, direct materials (envelopes, binders, etc.) and fulfillment activity.

Scheduling Manager Managed corporate scheduling function focused on consolidating from three production sites to one. Developed and implemented new scheduling system to maximize utilization of internal printing facility.

Operations Re-engineering Team Selected to serve on re-engineering team. Team delivered $20 million reduction in operating expenses.

Assistant Corporate Secretary, Production Manager Managed a satellite production facility with 250 employees.

Production Department Manager Responsible for 150 employees engaged in manual production of loose leaf books.

Other Related Skills

Microsoft Excel, Access, Word and PowerPoint. Proficient in Emptoris e-procurement and contract management PeopleSoft Purchasing

Professional Achievement Recognition

CCH Achievement Club In recognition of outstanding performance and dedicated effort – 2006

Leadership Excellence Award In recognition of excellence for the outstanding demonstration on leadership in the following areas: Communication, People Development, Know and Run the Business, Vision and Strategy and Customer Focus – 2003

CCH Leadership Advisory Group Member of a team created by executive leadership to create new leadership development program for the entire company –2002

Published article: Simulation Made Easy, A Managers Guide by Charles Harrell PhD and Kerim Tumay ©1995 Institute of Industrial Engineers, page 264

Education

University of Illinois at Chicago, Bachelor of Science, Business Administration

Northwestern University, Kellogg School of Management, Kellogg and Wolters Kluwer joint executive program

APICS courses in Master Planning, MRP and Inventory Management

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