KENT A. BEGLEY

*** ****** **.

Kingsport, TN **664

423-***-****

acu1yh@r.postjobfree.com

SUMMARY PROFILE

Global Procurement and Analytics Manager with seventeen years of experience with Toyota and Eastman Chemical Company. Extensive experience in supplier development, global sourcing strategy development, capital procurement, capital project control management, Lean management and Six Sigma project leadership. Collaborative and engaged partner with manufacturing, engineering and the businesses. Focused on developing initiatives that gain a competitive advantage within the marketplace. Industrial Engineer with MBA and certified Six Sigma black belt license.

AREAS OF EXPERTISE AND KNOWLEDGE

Strategic Procurement

Supplier Relationship Management

Sourcing Strategy Development

Supplier Development

Business Acumen

Project Controls Management

Toyota Production System (TPS)

Lean Management

Six Sigma Methodology

Benchmarking and Metric Development

Analysis & Problem Solving

EDUCATION

Bachelor of Science, Industrial Engineering, University of Tennessee, 1999

Master of Business Administration (MBA), East Tennessee State University, 2011

Six Sigma Black Belt Certification, Eastman Chemical Company, 2010

WORK EXPERIENCE

EASTMAN CHEMICAL COMPANY Kingsport, TN

Global Procurement and Analytics Manager Oct 2014 – Present

Analyzed and tracked approximately $6 billion in raw material and energy spend and worked with other procurement managers to enable greater than $50 million in annual savings.

Negotiate pricing, supply, and commercial agreements that seek to provide a competitive advantage to Eastman with an annual spend of greater than $100 million.

Define and implement procurement strategies that support the Global Procurement Business Plan.

Apply analytics to business data to improve business performance and use the insights from data to recommend action and guide decision making.

Global Sourcing Strategist Manager June 2012 – Sept 2014

Lead and facilitate key category management teams (with $100 million in annual spend) to drive commercial excellence and generate $10 million in value for functional partners.

Develop sourcing strategies, category plans, improvement projects, and supplier profiles to meet stakeholder requirements.

Serve as organizational steward for corporate value capture system: provide guidance and training, drive best practices across the organization, and ensure compliance with corporate guidelines to meet organization value target each year.

Manage total Indirect project portfolio in long term pipeline worth more than $1 billion. This includes analysis of project segments and comparison to industry standards and best practices.

Capital Procurement Manager Feb 2011 – May 2012

Sourced materials for capital projects with total spend of $56 million and proactively participated as integral member of project teams to achieve capital project savings (>$200,000 annually).

Reviewed and approved procurement plans, bid tabs, and procurement status reports to ensure capital materials were procured to meet the project schedule.

Developed new contracts and modified/amended contracts for capital projects that met project schedules and kept purchase orders moving.

Drove improvements in supplier delivery performance for key capital projects by analyzing supplier performance data and creating a dashboard of key supplier metrics.

Six Sigma Black Belt May 2009 – Jan 2011

Achieved Six Sigma black belt certification and in-depth Lean training.

Spare Parts Inventory Optimization - investigated the indirect materials spare parts process and recommended actions to yield an inventory savings of $1 million without negatively impacting manufacturing reliability.

Print Cost Reduction - analyzed printer-related spend and recommended improvements resulting in an annual spend reduction of $500,000 while balancing issues of productivity loss and risk of disclosing personal information.

Senior Project Controls Engineer Mar 2007 – April 2009

Responsible for capital projects at the Kingsport site by supporting Project Manager and managing estimates, schedules, and quarterly cash flow forecasts.

Initiated monthly walk-downs with on-site construction contractors to assess job progress and confirm milestone activities were being met.

Coordinated timely closing of projects through closure of work orders and purchase orders and routed final closing notices to meet accounting standards.

Measured project performance and maintained accuracy and timeliness for monthly cost reports issued to project team.

TOYOTA MOTOR MANUFACTURING NORTH AMERICA Erlanger, KY

Purchasing Manager, Purchasing Commodity Engineering June 2003 – Feb 2007

Led cross functional efforts with Toyota (North America Mfg Centers, Technical Center, Toyota Motor Corporation, etc.) and suppliers to improve part drawings in the areas of cost, quality, and manufacturing.

Trained at Toyota Motor Corporation (TMC) in Japan and represented North American purchasing commodity team during early vehicle trial build.

Evaluated supplier capabilities through trial readiness activities and high volume production trials to meet launch schedule of new vehicles.

Worked with supplier to develop strategy and milestones for cost targets, quality, tooling, capacity, and process improvements.

Purchasing Specialist, Supplier Improvement Office April 2002 – May 2003

Managed supplier development with targeted suppliers using TPS and Lean techniques to improve quality, cost, and delivery and ultimately improve the competitiveness of the supplier.

Achieved a labor cost savings of $450,000 with a specific supplier by developing a strategy and managing the implementation of an improvement initiative.

Managed the annual capacity planning process for all of Toyota's North American suppliers (approximately 300).

Purchasing Engineer, Supplier Preparation and Development July 1999 – March 2002

Led Supplier Parts Tracking Team (SPTT) to ensure supplier production readiness.

Assessed supplier capabilities and capacity for approximately 200 parts and 30 suppliers.

Provided on-site supplier support to resolve problems and increase process throughput

(Extensive time spent at supplier site in Juarez, Mexico).

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