Supply Chain Management, Procurement and Fleet Operations

Amber Jaquez

********@*****.*** www.linkedin.com/in/amber-jaquez 214-***-****

VP Director Candidate

16+ years of leadership success in Supply Chain, Strategic Planning, and Operational Leadership in

Industrial, Oil & Gas, Construction, and Environmental Companies

Expertise:

Supply Chain Development

Capital Acquisition

OpEx & CapEx Budgets

Contract Negotiation

Value Creation

Fleet/DOT Compliance

Risk Management

Performance Reporting

Capital Equipment Rental

Contract Management

Supplier Relations

Production Operations

Demand Planning

Inventory Management

Distribution and Whs. Mgmt.

System Integrations

Lean/Six Sigma

Business Process Optimization

●Goal-focused, metrics-driven, devising short-and long-range plans by utilizing business acumen, analytical skills and performance metrics for consistent achievement of cash flow, profit targets, and sustainable results

●Respectful, engaging relationship-builder known for total commitment to the team and success by focusing on implementation and development of effective, collaborative partnerships, all in an effort to drive value to an organization’s bottom line.

●Reputation for outstanding turnaround leadership, crisis response, and operational excellence with strong people skills facilitating breakthroughs and integrating diverse views

Experience

BAKERCORP 2014 to Present

$300MM global rental equipment, oil & gas, industrial, and construction companies as well as government organizations.

Director, Procurement and Fleet Operations - US, Canada & Europe

Collaborated with CEO, COO, CFO, VP of Operations, Product Line Leaders, and field management to provide key operational insights and to implement and optimize BakerCorp’s procurement and fleet strategy. Processes supported and aligned with company objectives for cost savings, fleet maintenance, quality standards, and regulatory compliance.

Managed Spend: $150M; Department P&L Budget Responsibilities: $2M; FTE’s: 9

Accomplishments:

Directed integration and centralization of 60 disparate operating companies to parent company ERP systems, and operational processes. Transformed operations from silo’d to integrated.

Selected to investigate and resolve complex projects and operational problems.

Engaged teams in the Rent-Ready Optimization Concept, improving EBITDA through operational efficiencies and systematic cost reductions.

Implemented Cost Savings: $10M, Total Spend Under Management - from 20% to 65%

Supplier Consolidation - Reduced 18% by moving to Primary/Core Suppliers

Program Implementation/Compliance/Scorecards for all key spend areas including all Indirect and Direct, Travel, Office Supplies, Safety, Consumables, MRO items, Rental and Rolling Stock Capital, resale inventory and repair inventory

Rollout of inventory for critical spare repair parts to key branches and distribution hubs

Opened visibility to usage and spend and leveraged cost savings with volume bulk buys

Supplier Agreement Execution – 20% to 80% of total spend

Freight Movement - Increased total moves through the Corporate logistics function by 22%

Capital - Deployed over 2000 assets for rental and rolling fleet stock

Refurbished over 600 assets, extending useful life and reducing costs by $900K

Planned/coordinated/executed annual offsite kick-off meeting, generating sponsorships of $200K

Converted 50% of truck fleet to full service operating leases

HOS and DOT violations - Improved compliance 60% to 95%

Supplier training for all end users on driver EOBR system – 300 users

Rolled out new fuel card system to all North American locations – Increased credit line and rebate incentives 3 times

SAFETY-KLEEN/CLEAN HARBORS 2002 to 2014

$3.6B Environmental, energy and industrial services for chemical, energy and manufacturing, as well as numerous government organizations providing a broad range of services such as end-to-end hazardous waste management, emergency spill response, industrial cleaning and maintenance, and recycling services.

Supply Chain Systems, Business Processes Sr. Manager

Managed and created the long term vision of supply chain business systems in function, structure, access, and security. Made recommendations to business and MIS/IT for new functionality/systems to improve business outcomes. Managed cross functional teams to drive change. Successfully translated and managed the business requirements into functional design specifications for system set-up through either configuration or development. Supported the business in developing and executing user acceptance testing, developing work instructions, and key user documentation.

Budget responsibilities: Managed Spend: Direct 150K, Indirect 496MM; FTE’s: 9

Supply Chain – Network Optimization

Utilized extensive knowledge of various company supply chain networks and lines of business dynamics to analyze, plan and optimize network for improved asset utilization, operational efficiencies, lowest cost options and highest profits

Supply Chain - Waste and Disposal

Developed Financial Reporting, Analysis and Standard Operating Procedures for Disposal purchasing. Ensured compliance and Best Business Practices for various functional areas as well as develop Process Improvement Strategies and structures. Managed team of buyers for disposal and emergency project services, executing daily transactions and financial cost savings projects.

Budget responsibilities: 1.5M, Managed Spend 100M, FTE’s - 9

Disposal Standard Routing - Decision Tree Database - Developed and maintained Disposal Routing Decision Tree Database interfacing with LIMs and BAP systems to incorporate any end supplier waste routing changes to customer profiles

SAP Pricing Contracts - Developed and maintained accurate supplier pricing contracts and costs for all third party disposal suppliers

Waste Technology Part Number Master - Developed and maintained new item setup and approval procedures and policies working with divisional managers to ensure accuracy of all part number definitions for use in all systems

Supplier Approval Process - Developed, maintained and published supplier approval procedures and policies and branch suppler routing procedures

Purchasing - Managed all centralized Disposal and TPM purchasing activities and personnel, including all invoice resolution. Ensured all issues related to discrepancy in purchase orders/invoices were reconciled in an efficient and timely manner

Professional Development Certifications Accomplishments

Six Sigma Green Belt Certified – Safety-Kleen 2013

SAP - Logistics Execution (SCM601)

SAP – WM (SCM630)

SmartChange - Change Management

PeopleSoft Inventory – Oracle University (Rel 9.1)

2013 Chairman’s Award Recipient – Supply Chain – Clean Harbors

2017 Corporate Function of the Year Recipient – Purchasing – BakerCorp

Education Skills

CENTRAL TEXAS COMMERCIAL COLLEGE – 1996

Studies included strong focus on Business Administration

Technical Skills:

Microsoft Office Suite (Advanced Excel skills including Excel Power Pivot\Access database building, macros\Visio current and future state process mapping\Word\PowerPoint)

SAP MM & WM Modules ECC6 (Purchasing, Inventory and Warehouse Management business analyst with management in business system process changes, installations, UAT testing and debugging in all environments)

PeopleSoft (Purchasing and Inventory Management business SME in business system processes, migration, installation, UAT testing and debugging in all environments)

IBM Logic Net Plus (Network Optimization planning and modeling)

AS400/Wynne (Purchasing and Inventory Management business owner and SME in business system)

Other Skills and Interests

Bilingual Spanish/English Hobbies: Drawing, painting, reading

Organizations

Reverse Logistics Association, SAP Education of North America, IBM ILOG Supply Chain Applications

Project Portfolio

System Rollouts and Business Integrations

BAKERCORP

Wynne/IntelliChief Procure to Pay Rollout

Planned, executed and implemented purchasing requisition module in Wynne and connected workflow approval system in IntelliChief. Worked extensively with cross functional teams including IT, developers, project managers, executive management and an internal customer base of over 800 users, in over 50 locations to map current/future process states. Designed transactional functions, mapped and migrated master data, developed and execute tested strategies and UAT, cutover planning, go live and post go live planning and execution, security development, reporting and debugging methods. Project eliminated a significant expense to the company of manual processing and met SOX control requirements.

Inventory Rollout – Repair Parts

Planned, executed and implemented inventory in Wynne for critical spare repair parts for top performing branches throughout the organization while working extensively with cross functional teams including MIS, developers, project managers, executive management and an internal customer base of over 50 users, 15+ locations. Mapped current/future process states, designed transactional functions, mapped and migrated master data, developed and executed testing strategies and UAT, cutover planning, go live and post go live planning and execution, security development, reporting and debugging methods. Project eliminated the buy of repair parts on branch PO’s as expense and migrated to transactional level to allow for visibility and eliminate a significant expense in the “chasing of parts” and loss productivity time to the company as well as provided a baseline for buying trends and usage for future cost leverage opportunities.

SAFETY-KLEEN/CLEAN HARBORS

UNIX to PeopleSoft/WIN Inventory Migration – Oil

Planned, executed and converted inventory and purchasing modules from UNIX to PeopleSoft and WIN for all Lube Oil Organization. Worked extensively with cross functional teams including MIS, developers, project managers, executive management and an internal customer base of over 50 users, 31+ locations to map current/future process states, design transactional functions, map and migrate master data, develop and execute testing strategies and UAT, cutover planning, go live and post go live planning and execution, security development, reporting and debugging methods. Project eliminated the use periodic inventory system and functions and migrated to perpetual transactional level to allow for real time decisions and eliminate a significant expense to the company as well as provided a baseline for future enhancements to the company’s enterprise systems.

SAP to PeopleSoft Inventory Migration (Project completed in 8 months)

Planned, executed and converted inventory and purchasing modules from SAP to PeopleSoft. Worked extensively with cross functional teams including MIS, developers, project managers, executive management and an internal customer base of over 800 users, 185+ locations to map current/future process states. Designed transactional functions, mapped and migrated master data, developed and execute tested strategies and UAT, cutover planning, go live and post go live planning and execution, security development, reporting and debugging methods. Project eliminated a significant expense to the company as well as provided a baseline for future enhancements to the company’s enterprise systems.

SAP Warehouse Management (Merger with Clean Harbors at EOY 2012: Merger placed a hold on all SAP system modules. Integration of Supply Chain Warehouse functions into WIN/ PeopleSoft targeted for 2014. SAP decommission commenced)

Blueprinted, planned, tested and mapped all master data, picking and putaway strategies, bin definitions and barcoding requirements for the enhancement of company distribution center warehouses

Piloted Burlington, NJ DC (60,000 sq. ft., over 600 SKU’s, 30 employees)

Project put on hold after successful user acceptance testing and would have streamlined operations by enabling the use of best practices, establish metrics for auditing warehouse performance, assessment of WMS potential, improve SKU by location, quantity and lot accuracy as well as reduced safety stocks. Improved branch service fulfillment shortages and backorders

PeopleSoft User Training and Documentation

Managed team that successfully designed all documentation and performed all training for over 800 SK users in over 185+ locations in the purchasing and inventory functions

NOP Network Modeling:

Used Oil – Provided continual analysis and direction to the oil sales and operational team of best revenue opportunities for the sale of surplus RFO as well as maintain a balance to the demand feed to East Chicago and Breslau refineries

VAC Waste - ESI re-route impact, 500K disposal savings annually,

VAC Non ESI re-route impact, 750K transportation and disposal savings annually

Oil Filters – Dolton vs. Jackson – Model displaying 350K annual operational cost benefit to reroute Dolton oil filters away from OFR to Jackson RC

Transportation Optimization and Planning – Analyzed IBM Transportation software potential beneficial use to SK transportation management. Worked with consulting team to build proof of concept, estimating cost savings of various transportation networks to be between 3-5% of overall transportation costs.

Various - Worked to provide direction and communication of model findings with various business groups; FP&A, AC,DC,RC management, transportation management, disposal management, oil operations management, finance management as well as senior level staff management

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