Strategic Sourcing, Supply Chain, Business Development, Innovation

Orlando L. Malone

**** ****** **** **. ******, MI 49085 269-***-**** Cell **************@*****.***

Business and Sourcing Strategy Executive

Executive Business Strategy Consultant with experience developing supply chains, evaluating M&A opportunities and creating product strategies in various industries with revenues ranging from $150M - $150B. Experience with influencing Executive, Engineering, and Marketing leadership teams in the creation of strategies yielding significant cost reductions while improving both time-to-market and the cost-of-quality. Proven experience in creating, developing and leading Supply Chain functions with global accountability. A skilled entrepreneur with proven creativity in business development, venture capital investment, and P&L management for new and emerging markets capable of leading an organization into new horizons delivering value for key stakeholders.

Core Leadership Qualifications

• Contract negotiations • Supplier Segmentation Strategy Development • Merger & Acquisition

• Should-cost models • Process & Product Innovation • Cost Control

• Team Building & Leadership • Cross-Function Team development • Recruitment/ Training

• Strategic Partnerships • Supplier Relationship Model • Vendor Management

• Strategic Business Planning • Process Re-engineering/Change Management • Metrics/ Analytics

Professional Experience

KISMET STRATEGIC SOURCING PARTNERS LLC, Headquarters in St Joseph, MI March 2009 – Present

SME helping organizations develop product strategy/solutions; Key Customers: Honeywell, Stryker, and Google

Co-Founder and VP of Supply Chain

VP of Supply Chain Management

Executive Consultant tasked with helping customers optimize their product solutions. Customer’s ranged from Start-ups to Fortune 100 companies.

Served as an M&A SME for VC firms by providing investment due-diligence and recommending strategic solutions enhancing customer’s value propositions.

Created processes allowing for the development or optimization of highly robust supply chains.

oEmerging Technology Vetting: Due-diligence of vetting a new technology vs an Organization’s roadmaps.

oSupply Base Development: Process of vetting new suppliers & technology capable of delivering an organizations current & future requirements.

Created processes that lead to “Best In Class” organizational structure for business to successful navigate the New Product Introduction process. Processes allowed for the embedding of procurement into the innovation phase of product development

RESULTS: 1) 40% (average) reduction in client cost structures on a Total Acquisition Costing basis. 2) Client New Product Launches were 50% faster.

CONN-SELMER, INC, Headquarters in Elkhart, IN September 2014 – Present

Conn-Selmer is a leading manufacturer and distributor of musical instruments with production in North America.

Director of Global Strategic Sourcing

Hired from KISMET to implement Strategic Sourcing methodologies and to vet M&A opportunities:

Managed a Global team of 8 Direct reports across 3 countries with the responsibility for creating Supplier Development, New Product Development, Advanced Sourcing, and Cost of Quality departments.

M&A Executive tasked with vetting synergies leading to improved profitability for key product segments

Created and implemented cost reduction initiatives resulting in more than $1M in productivity.

Developed a plethora of new processes ranging from Strategic Sourcing methodologies, Cost models, etc;

EATON CORPORATION, Vehicle Group (VG) World Headquarters, Galesburg, MI May 2012 – Sept 2014

Eaton is a power management company with 2013 sales of $22.0 billion.

Global Commodity Team Leader

Hired from KISMET to operate as Eaton’s Electronics commodity Subject Matter Expert. Assigned to Eaton’s Vehicle Group and led the organization’s growth in Electronics from $18M to more than $150M in spend. Extreme growth required the development of a plethora of new processes/methodologies:

Developed supplier/customer joint-venture strategies that reduced new product Time-to-Market by 50%.

Implemented Advanced Sourcing/Early Supplier Engagement – “push vs pull” methodology.

Redesigned the New Product Introduction process to account for new emerging technologies.

Launched “supplier relationship” model designed to remove ambiguity leading to improved synergies.

Implemented a new Road mapping process that integrated marketing, engineering, and supply chain.

Utilized Modularity and technology innovation modules to reduce NRE/Development investments.

Introduced a “Centralized” sourcing concept allowing for significantly improved leverage.

RESULTS: 1) Delivered $20M in productivity 2) Reduced time-to-market by 50% 3) Drove 40% reduction in NRE & Development expenditures.

WHIRLPOOL CORPORATION, Global Corporate Headquarters, Benton Harbor MI March 2004 – March 2009

Largest Global home appliance manufacturer in the world; $18 B in annual revenue.

Global Commodity Manager – North American Region (NAR) Electronics & Electronic Assemblies

Global commodity manager of NAR Electronics responsible for over $500M in electronics & console assemblies

Led NAR Electronics Commodity Business Team of 20 SBM managers & buyers. Team responsibilities included:

oDeveloping/Implementing cost reduction strategies for North America.

oForecasting and contract assurance methodologies.

oHandle issues associated with daily life at the divisions (i.e. availability, quality, etc).

oManaged Global Electronics Sourcing process.

oDirectly responsible for forecasting and productivity through the CBT.

Implemented global sourcing strategies for Whirlpool’s Tier II components - Relays, Micros, VFDs, Transformers, Displays, and connectors (60% of BOM) – resulting in greater than 15% YOY productivity.

Implemented Total Acquisition Costing methodology in conjunction with supplier segmentation sourcing methodologies resulting in average productivity of 10% for Tier I relationships.

Updated Whirlpool’s Electronics strategy based on industry best practices.

oImplemented ABC costing & VA cost models for Tier I & Tier II electronics.

oCreated processes and methodologies to control more Tier II spend at WHR (target of 90%).

RESULTS: 1) $150M in productivity over 4 years 2) Enabled emerging technology roadmaps (i.e. LCD on appliances)

“Merger & Acquisition” Integration Lead for Electronics (special assignment)

Created global strategies that optimized Maytag & Whirlpool technical communities, manufacturing divisions, and technology roadmaps.

RESULTS: Effort led to a $32M reduction while WHR added only $90M in electronics spend

ELECTROLUX, Springfield, TN September 2002 – July 2003

Electrolux is a $16 billion manufacturer of indoor/outdoor appliances.

Strategic Sourcing Spend Team Manager – Electrolux Home Products Cooking Division

Managed Electronics Spend team (8 direct reports) with a P&L of $100 million and a supply base of 45 suppliers.

Developed/implemented sourcing strategies, negotiated contracts (domestic & international), and lead project management cost reduction initiatives resulting in a ’03 YTD savings of $6.9 million (6.9%) against a ’03 goal of 5%.

Developed and implemented strategies for negotiating agreements between the Cooking Division supply base with a goal of reducing warranty expenditures ($16 million) by 10%. Resulted in ’03 YTD savings of $700K.

Logistics Department Manager with P&L of $10 million: developed and implemented Standard Operating Procedures responsible for improving DOT and SOT metrics. Process created a positive variance of 12% ($100K per month) from January ’03 to Present. Developed International procurement checklist designed to assist the purchasing professional with a guideline to Customs Compliance resulting in a $500K accrued savings.

UNITED TECHNOLOGIES – CARRIER CORPORATION, Syracuse, NY August 1998 – July 2001

An $8 billion subsidiary of diversified manufacturer United Technologies, Carrier is the world's largest maker of heating, ventilation, and air-conditioning (HVAC) equipment and refrigeration systems.

Strategic Sourcing Commodity Manager

Hired as a member of United Technologies’ Leadership Associate Program (LAP) which is a high-potential program for future company executives.

Negotiation Manager for the Hydronic Pump Package sourced from ITT Industries resulting in a $1.7 Million cost avoidance.

Negotiated a 25% ($450 per unit) cost avoidance for the Hydronic Water Storage Tanks sourced from Carrier CMX.

Developed Total Acquisition Costing Model to assist the Purchasing/Quality organization in quantifying “soft-savings” associated with supplier moves or quality improvement projects. In addition, utilized costing model to quantify delivery and quality issues for problematic suppliers aiding in negotiation for cost reductions.

Managed the Supplier Quality Training (Ito University – UTC’s equivalent to Six-Sigma) process resulting in the implementation of over 13 quality projects with identified savings of $7 Million.

MBE Supplier Diversity Manager tasked with growing Carrier’s CSS MBE spend to 15% of purchased commodities .

Negotiated Strategic Alliance with Carrier & AST for coil coating and achieved 15% ($1.5 million) reduction in coating total acquisition cost and “exclusivity” allowing for 10-pt SOM gain.

Other Positions:

GENERAL ELECTRIC Appliances – Appliance Park, Louisville, KY January 1992 – August 1996

Design Engineer

Product Management Engineer

Education & Training

INDIANA UNIVERSITY, KELLEY SCHOOL OF BUSINESS, Bloomington, IN

MBA - Operations & Marketing - 1998

ALABAMA A&M UNIVERSITY, Huntsville, AL

BS in Electrical Engineering / Math Minor (3.82 GPA) - 1993

Continued Education

WHIRLPOOL CORPORATE TRAINING

Doing Business in Foreign Countries; International Business Law; Should Cost Modeling; Leadership Training;

Concept-to-Product Training

CARRIER CORPORATE TRAINING

Leadership Associate Program (2-yr management training program), ITO University (Six-Sigma quality curriculum), Strategic Sourcing, Negotiations, PDS (Product Delivery Systems), L4-Leadership Module, 4-Step Supplier Sourcing training, Supplier Q+ Audit training, E-Source.

GENERAL ELECTRIC CORPORATE TRAINING

Work-Out Facilitator, Diversity Awareness, Corporate Leadership Conference, Leadership Week, Effective Presentations, and Programmable Logic Controllers (PLCs)

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