Management Manager

Steven C. Prokop

PROFILE Versatile Supply Chain manager with 20 years of sourcing, purchasing, inventory and people management experience. Some skills are; cost reduction negotiation, contract management, procurement assessment and strategy, risk management, procedure development, change management, lean project experience and personnel development. Talented, well rounded, driven and task oriented with a degree in business management and excellent organizational skills.

Responsible and accountable for driving Global Supply Chain initiatives such as inventory reduction, procurement strategy, supplier development, risk reduction, supplier diversity. Establishing annual business productivity operating plan that exceed OP targets and manage material PIPO plan for new product development and obsolescence process.

Managed and mentored global supply chain organizations by developing talent, and cross-training to successfully implement our global strategies.

KEY STRENGTHS

Demonstrated understanding of purchasing quality management system.

Proven track record of managing large teams.

Clear thinker with the ability to identify critical project path decisions, despite ambiguity.

Build credibility, establish rapport, and maintain communication with business stakeholders and cross-functional teams to impact change management.

Demonstrates consistent relationship building with key suppliers to maximize performance and partnerships.

Promote best practices and compliance to procedures across a global company

PROFESSIONAL EXPERIENCE

9/13 – Present Global Indirect Procurement Manager Rockwell Automation

Org management: Manage a team of 2 managers with a staff of 10 Buyers, and a Catalog administrator as well as additional part time interns and Leadership Program associates.

Implementation of Strategic MRO Programs in North America and Latin America to align all plant MRO purchasing and inventory efficiencies, creating over 500k in overall soft and hard savings.

Directly managed the functional spend of over 350 million for the US, Canada and part of LA. Indirectly managing a global spend of $750 million. The spend stretches across all Indirect commodities including; MRO, facilities, IT & Software, Professional Services, Marketing and Print and Travel.

Executed on and enforced sourcing strategy around preferred supplier strategy, risk management and compliance to general purchasing guidelines.

Developed a change management process to implement global supplier strategies within the manufacturing sites that led to over 250k in hard productivity and over 500k in soft (process improvement) savings.

Creation of global Documentation for Indirect procurement Policy and Procedures.

Created implemented and developed the Latin America region Indirect Sourcing and Procurement organization with plants and offices in over 15 separate countries in South, Central America and Mexico.

Continuous process improvement. Examples; (1) Created SharePoint workflows to allow requestors/users throughout the organization to request purchases and track those purchases through the steps including DOA. (2) Implemented a consistent supplier score-carding process to integrate internal, external and financial information into a streamlined process that uses that information for planned QBR’s.

Global leader for all indirect purchasing on policy, procedure and best practices where applicable. -> EMEA, APAC, LA, NA

Worked with internal stakeholders to provide a high level of customer service so our team could hit annual SLA’s set by the director of Sourcing.

Work closely with finance/AP on terms management and invoice resolution across all business.

Tasked with and executing on long-term vision of consolidated shared service center for purchasing activities.

05/11 – 01/14 Purchasing Manager ETO (Engineer To Order) Rockwell Automation

Supplier metrics and contract negotiation for a portfolio spend of approximately $45 million, ~80,000 parts at multiple plant sites.

Managed supply chain compliance and quality initiatives across multiple business sites.

Managed a team of 4-5 direct reports including performance management and mentoring.

Facilitated Supplier improvement projects around quality and delivery performance

Improved on time delivery from 89% to 97% and improved weighted average lead time from 20 days to 12.9 days in a 16 month period.

Resolved and mitigated supplier related issues to prevent production gapping and revenue loss. Including supplier performance management and repair.

Lead the global process for ETO (Engineer to Order) quick ship purchasing part set up and compliance.

Developed and executed inventory risk mitigation project and tracking capabilities to control the incoming flow of excess (orphan) material.

Managed a team of 7 direct reports including performance management and mentoring.

04/10 – 05/11 Sourcing Leader GE Healthcare

Supplier metrics and contract negotiation through management of a portfolio spend of $12 million, ~12,000 parts.

Managed supply chain compliance and quality initiatives across multiple business sites.

Implemented a new consumable to repairable program and a supplier rebate program for service parts and products, which increased productivity.

Exceeded business material deflation target by proactively leading supplier negotiation and identifying and managing productivity projects through collaboration with suppliers and commodity teams.

Completed lean kaizen for the material planning tools and implemented permanent mechanisms to improve lead-time accuracy.

Resolved and mitigated supplier related issues to prevent production gapping and revenue loss.

04/09 – 04/10 Lifecycle- Inventory Manager (NPI Sourcing) – Global Supply Chain GE Healthcare

Manage and mentor buyers and their parts planning strategies according to lifecycle trending and inventory level loading.

Managed a portfolio with inventory value of $40M, ~15,000+ medical device parts across four global warehouses.

Managed parts qualification, release and PIPO plan execution by collaborating with cross-functional team for new product development and part obsolescence projects.

Managed the end of life process for service parts by partnering with marketing to establish product end of life and customer notification plan, and executing inventory reduction activities.

Reduced financial impact through identifying slow turn inventory and implementing the best option to turn the inventory.

Resolved second level customer escalation pricing issues and mitigated problems related to supplier relationships, shipping and customs. Monitored supplier performance by developing and implementing a supplier scorecard to track defects and late shipments.

Created a specialized parts harvest program for obtaining obsolete parts through customer returns and “out of box” failure process to extend the service life of a product.

Participated as a core team member on a Six Sigma Lean project to eliminate excess-inventory by identifying “end of life” parts months in advance to prepare for inventory easing.

03/07 – 03/09 Buyer/Planner GE Healthcare

Oversee a portfolio of ~500+ medical device parts with a total inventory value of $20 million across four global warehouses: U.S., Germany, and Singapore.

Source potential vendors, negotiate pricing, manage order quantity levels, and identify shipping requirements for transfer parts.

Maintain global supplier relationships through weekly operating mechanisms to review back orders, new orders, resolve or identify potential issues, and evaluate part revisions.

Monitor customer orders to identify potential back orders and proactively expedite products from suppliers to avoid gaps in service parts availability.

Developed an inter-company database to share excess inventory among other product lines to increase inventory turns.

Led a Six Sigma Lean project to create a new “just in time” inventory program for global repair depots to reduce “work in process” inventory which decreased the “time to repair” for customers from one week to two days.

Analyze Part Planning attributes to determine the parameters and adjust as needed to effectively manage appropriate inventory levels.

Coach and mentor new Buyers.

07/04 – 03/07 Inventory Manager GE Healthcare

Managed $8.9 million in Sales Demo Inventory for over 200 Sales Representatives across the US including: repairing, rotating, and refurbishing all returned inventory for sale; coordinate order entry and return material authorizations.

Coordinated shipments and set up strategy for 50 to 200 pieces of medical equipment for 14 annual tradeshows in the US.

Work with cross-functional teams to create written standard operating procedures (SOP) and develop manufacturing processes to bring additional equipment into the refurbished product portfolio.

Source and purchase related goods and services required to operate Demo and Refurbished Equipment including transportation, packaging, shipping and testing equipment.

Developed a new sourcing process with the engineering department to test and validate modifications to a new Patient Simulator Device thus, reducing defects in the field by 50% and saving $50K in inventory.

Led a Six Sigma Lean project team to reduce inventory, streamline workspace, and create custom transportation for critical demo equipment, which resulted in lowering transit damage by 75%.

02/94 – 07/04 Store Director Roundy’s Pick N Save

Lead the budget planning and weekly business forecasting process to develop an accurate and executable Operating Plan for a Store with an approximate sales volume of $24M+.

Direct the efforts of ~175 Associates as well as 15 Departmental Managers, which include: hiring, performance management, coaching, and training in both union and non-union environments. For represented employees, acted as the company liaison for store level negotiations that involved resolving grievances, back-pay issues, and disciplinary actions.

Conducted, on average, 16 inventory audits per year to control store inventory level of $1.1M and maintain budgeted gross profit margin of ~23%. Consistently achieved or exceeded operating plans and was considered the benchmark in gross profit margin and productivity.

Analyzed consumer trends, point of sale data, and seasonal changes to creatively merchandise the store in order to maximize sales per customer by a 0.5% annual increase.

Leveraged 40-50 vendor relationships to negotiate Promotional dollars, billback and advertising allotments offered to individual stores. Used special promotions to create unique merchandising opportunities for increasing sales and margins.

Manage the receiving process of ~16 semi-truck loads per week, validate the cost charged to the store and confirm retail pricing for accuracy. Maintain inventory flow from back room to front room with a maximum of 10% backroom inventory level and a total store inventory turn of 24 per year.

Maintain/increase customer satisfaction levels by providing adequate staffing on the sales floor, timely resolution to price or quality issues, going above and beyond for the customer, and belief in the philosophy of “rather lose $ today in order to keep a customer for life.”

TECHNICAL SKILLS

Lean Six Sigma Training

Microsoft Office Suite (Excel, Power Point, Word, Outlook, SharePoint)

Oracle

SAP

ARIBA

XELUS material planning tools

Deep knowledge of purchasing MRP and engineering PDM systems

Zycus Supply Chain Software

EDUCATION

University of Phoenix – Milwaukee on Premise campus

B.S. in Business Management

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