Supply Chain Manager

PAUL ENGDORF

Houston, TX 281-***-****

****.*******@***.*** www.linkedin.com/in/paulengdorf

VISIONARY OPERATIONAL LEADER

Operational Excellence Through Supply Chain Value

Dynamic Leadership Lean Manufacturing Bottom Line Results Supply Chain Management

Proven results through deep knowledge and expertise in global field / offshore operations and technology, value engineering, global supply chain management and technical direct sales, program management, category management, lean manufacturing, and HSE. Known for progressive, decisive, and innovative leadership style. Interpret corporate vision and strategy, translating them into objectives and executable plans. Achieve exceptional results through effective communication, clarifying objectives, and challenging and inspiring individual and team performance.

KEY STRENGTHS

Lean Manufacturing

Project Management

Material Management

Budgeting / Forecasting

Category Management

Oil & Gas Product Knowledge

Engineering Development

Business Operations

Employee Development

New Product Launch

Leadership / Communication

Process Development

Relationship Building

Global and Strategic Sourcing

Business Controls

PROFESSIONAL EXPERIENCE

HALLIBURTON, Houston, TX 1982 to 2016

Global Supply Chain Manager – Wireline and Perforating (2013 to 2016)

As the Global Supply Chain Manager, responsibility for the overall supply chain covering three manufacturing centers and all regional field operations, representing $621M in spend activities. Accountable for the development of an executable strategy for three major functional groups that are aligned with corporate vision and strategies.

Global Procurement, Planning and Strategic Sourcing:

Developed a comprehensive and executable strategy for global procurement and planning that optimized internal purchasing efficiencies by 17%. Improved lead-time by 50% for repair items and 30% on capital and achieve a price to price savings of $16.7M in 2015.

Led global sourcing projects to reduce cost for fleet equipment - trucks by 29%, skids by 40% and oil field tools by 38%.

Developed and executed an Eastern Hemisphere supply chain strategy for raw materials, machining and electronics, resulting in 28% savings.

Global Fleet Management of Trucks, Offshore Skids and Auxiliary Equipment:

Due to US emission regulations, developed an executable plan that enabled re-deployment of fleet to international locations, significantly increasing the utilization rate of the $70M worth of existing assets.

Led the development of a new wireline truck design with a modular approach to utilize standardized items across multiple platforms, making the units faster, more reliable, and more cost effective.

Managed all applicable regulatory requirements: ATEX, IECEX, C1D2, Zone 2, and CE for offshore and deep water applications.

LifeCycle and Portfolio Management:

Managed a portfolio of 42 engineering projects through a structured LifeCycle process.

Developed and implemented a dashboard for cross functional managers to have immediate visibility of project status, potential project risks, and prioritized business activities.

Paul Engdorf ****.*******@***.*** Page 2

Global Category Manager Electronics (2003 to 2013):

Developed a global strategy and objectives that would include accountability of $450M spend, all business units and all of Halliburton’s electronics needs. Alignment between the electronics category capability, manufacturing and frontline business strategy; objectives and executable actions were developed to deliver cost reductions, improve quality, and reduce lead time.

Transformation:

In 2005, Halliburton was seeking a change in how commodities are managed from the traditional hub based model to a globally sourced model. Our team was on the leading edge of the effort to transform raw materials, machining and electronics to category-managed commodities and begin strategic sourcing initiatives globally.

Execution:

Successfully sourced products including complex high-end electronics in emerging markets with an average of 40% reduction in cost.

Attained accumulative savings of $142.2M since 2003 through comprehensive leveraging, global competitive sourcing and additional total cost of ownership improvements.

Became the liaison with government agencies to mitigate a critical supply shortage of He-3 gas for the sensor technology in the oil & gas industry.

Product Manager - Platform architecture (2000 to 2003):

Program managed the wireline products portfolio for industrial fleet, Surface equipment and selected downhole tools for global operations.

New Product Development:

Led a team to develop a new Platform Architecture that resulted in 68 unique projects delivered in 14 months from start to finish. This was an improvement from the original 22-month timeline and delivered a compounded average revenue growth rate of 19.3%.

Global Technical / Sales Manager – Direct sales (38 direct reports) (1994 to 2000)

Number of projects grew from 10 ($20M) to 38 ($54M) with an increase of 22% net profit.

Warranty returns and repairs reduced by 55%, thus reducing liability accruals by 33%.

Engineering Technology and Technical Services (1991 to 1994)

Field, Senior & Master Field Engineer - Wireline Services (1982 to 1991)

EDUCATION

BS Electronics Electrical Engineering & Business minor

MISSISSIPPI STATE UNIVERSITY

Executive Management Program – Managerial Leadership & Supply Chain

UNIVERSITY OF TEXAS

Strategic Sourcing, Contract Negotiations / Purchasing

Scott Works / Institute Supply Chain Management

Lean Manufacturing, Lean Leader Boot Camp

Internal Master Black Belt Leader

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