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Procurement

Location:
Frisco, Texas, United States
Posted:
October 21, 2016

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Career Summary:

Saving money, building relationships, getting the job done right.

An ambitious, enthusiastic leader dedicated to meet and exceed the goals of the company. Adapting quickly to changing environments while embracing new ideas and technology; solving business challenges drives me to success. Procurement projects crossing thousands to millions ensuring optimal spend. Experience with direct goods, indirect/services, parts, capital equipment, hardware, software fuel, energy, other commodities and much more !

- Deliver business solutions

- Positive impact to the bottom line as well as growing the top line

- Hands on attitude and work ethic to get the job done on time, on budget

- Translate concepts into deliverables

- Focus on spend analytics to ensure optimum spend management

- Negotiate contracts, service agreements with products and services

- Negotiate pricing including models, indexing, fixed and market rates and cost plus basis

- Build and grow supply chain partnerships

- Work under pressure and meet deadlines

- Work with wide range of staff including executives, technical, production

- Managing small to large staff both internal and external resources

- Track record of system integration and implementation for process improvement

- Direct internal and external resources from small projects to long term engagements

- Include 10+ years of purchasing and supply chain experience

professional experience

Director of Vendor Relations

Quest Resource Management Group – The Colony, TX 2013-2016

Quest is a publicly traded (NASDAQ:QRHC) environmental waste management company servicing Fortune 1000 companies with nearly 40,000 client locations under management. This asset light business model places heavy dependence on a service partners. Finding new suppliers and service partners as well as expanding existing supply base was a key focus.

Achievements:

-Negotiate new commodity pricing as oil & energy markets collapsed, increasing savings 15%

-Recruited new suppliers resulting in greater client satisfaction with over $3M savings

-Reduction in supply chain costs across six business lines

-Improve new customer acquisition and retention

-Increase automotive based suppliers/service partners by 50% in two years

-Increase client margins to double digits by negotiating contract pricing with partners

-Major overhauls with contracts, master service agreements and statement of works to upgrading internal process and procedures resulting in streamlining internal process, reducing contracting timeline by 30%

-Replace long time national service partner with dozens of local/regional suppliers while increasing client base and increasing company profits

-Focus on customizing supply agreements to echo client requirements

-Establish new RFP process for new lines of business with national scrap metal services, retail hazardous waste and new product sales

-Compliance team member with SOX responsibility for adherence to, and management of SOX compliance

-Software, systems, SaaS, statement of work, negotiations with providers;

Director of Fuel / Energy - Procurement

Laidlaw Education / First Group America – Cincinnati OH, 2006-2013

Aberdeen Scotland based First Group plc (London Stock Exchange: FGP, constituent of the FTSE 250 Index) is a global leader in transportation services, acquiring Laidlaw Education Services and Greyhound Bus Lines in 2008. Establishing North American headquarters in Cincinnati (from Chicago); First Group America manages 1,500+ locations with nearly 100,000 vehicles across North America.

The centralized corporate procurement teams for direct, indirect and fuel teams directed annual spend exceeding $3B/year for North America. Procurement team leads focus on specific spend category to drive annual savings, improve operations, consolidate spend and standardize business operations.

As lead for the Fuel team my primary responsibility included purchasing 100M gallons of diesel fuel, gasoline, propane, natural gas and 200M kWh electricity for use in both vehicles and facilities. Additional responsibilities included environmental waste management,

Achievements:

-Creating energy agreements with index pricing for commodities, variable market and timing limits,

-Annual savings exceeding 30% on solid waste costs

-Environmental system and shop waste savings $1M year, generating revenue from recyclable commodities

-Manage team with 5,000 fuel cards in the field (US & Canada)

-Outsource facility management of utility, tracking YoY consumption changes, bill pay process to offload 60,000 energy invoices out of accounts payable

-Additional responsibilities include recycling, scrap metal management, vehicle cameras/video systems, 2-way radios systems

-Overall Fleet management programs to track fueling, consumption,

-Research, selection on software systems both custom and ‘off-the-shelf’ for global, national systems with SaaS, statements of work

-Team lead on North America sustainability (UK requirements) for reporting, tracking and annual improvements in recycling, reuse and reduction of consumption

-Third party management for annual energy audits, field programs, lighting/re-lamping programs to reduce overall energy consumption

-Corporate procurement team generated annual savings of $20M per year, for 5 years

-Working closely with teams from IT, legal and business operations to research and select appropriate solutions for implementation. Also work with operations and project teams on implementation, timelines and solutions.

Director of Product Development

Systech, Inc. Chicago, Il 2003–2006

Systech was a custom software & hardware service provider within the ready-mix construction industry, now owned by Command/Alkon of Birmingham AL.

Manage development teams, instill new concepts with customized processes and procedures with a focus on growing the top line to support new markets. Successfully utilize use case tools. Communicate directly with clients delivering solutions on time. Technical documentation drove quality testing to reduce field reported problems. Extensive technical pre-sales to ensure understanding client requirements resulted in successful, on-time installations. Manage 10 developers and 4 quality assurance members.

Achievements:

-Implemented incentives to drive on time delivery of quality software

-Establish best practices using tools and components to standardize development process

-Strategic bi-annual release schedule ensured consistent, regular product delivery

-Lead team introducing new batch control software to open new sales market

-Delivered product configuration options to allow clients to control feature sets

-New project tracking for continuous monitoring of client delivery schedules

-Integrated help desk system to development enabling resolution of client issues

-Development efficiency improved 25% in under a year

-Lead team to create programming standards

-Reduced maintenance and code refactoring devoted resources to key initiatives

Director of Management Systems

Prairie Material Sales, Inc. Chicago, IL 1996-2003

Prairie Materials at the time was one of the largest privately held material supply companies in the US with operations in four states, delivering 5+M cubic yards of concrete, 100M tons of aggregate as well as multi-state brick and block distribution. Brazilian Votorantim Cimentos later acquired prairie Materials.

Duties include managing technical group with responsibility for hardware and software systems across the organization. Generate and business wide involvement across operating companies as I co-reported to both finance and operation executives. We supported business areas including production and delivery of ready-mix concrete, brick distribution, aggregate, cement manufacturing and truck delivery services. Created and managed help desk consisting of SAP experts, network and systems administration, and software specialists and developers. Staff consisted of 10 direct reports as well as external experts brought in for specific projects in development and implementation. Build out of new computer center requiring skills with blueprints for all aspects of new facility.

Achievements:

-Directed implementation of SAP FI/CO in six months

-Directed implementation of SAP WM/SD across 4 states

-Lead teams to introduce best practices across the organization to standardize systems

-Growth planning with production locations tripling in size from 30 to over 100

-Centralized inventory management reduced on-hand inventory by 50%

-Directed training schedules for internal employees

-Negotiated outsourcing contracts for SAP experts, both long term and short term

-Redesigned wide area network, increase bandwidth and reduce monthly cost by 30%

-Year 2000 compliance project successfully considered a ‘non-event’.

-Redundant systems increased system availability to 24 x 7 capabilities

-Design new central data center

-Automated invoices to client for improved cash flow

-Involvement in purchase of internal/external aggregate

-Purchasing responsibility for systems, integration and internal projects

Information Systems Manager

Water Furnace International Ft Wayne, IN 1990-1996

Water Furnace International was a true pioneer with geothermal HVAC systems developing and engineering systems still in place today. NIBE Industrier AB of Sweden a global provider of sustainable energy and products has recently acquired them.

Duties included designing and writing custom programs for accounting, manufacturing, purchasing and scheduling. I was responsible for acquisition and support for hardware of computers for manufacturing, administration, and design stations for marketing and engineering. Created training manuals and provided training for employees on software systems. Integrate sales force automation tool to combine off the shelf and custom components. I also managed group of four people. Building new 250K sq ft manufacturing facility with new data center, reading blueprints for equipment and office wiring.

Achievements:

-Lead transformation teams in production integrating manufacturing process

-Converted legacy systems without business interruption

-Lead change management effort to ensure quality manufacturing through automation

-Design data center in new manufacturing facility

-Modify MRP systems to forecast purchasing materials, parts and assemblies

-Forecast production parts and purchase items for just in time manufacturing system

Positions prior to 1990 were primarily with software solution providers across manufacturing segments including farm implements and HVAC as a consultant with custom software providers. Solutions provided full life cycle management of the systems from user training and support to custom applications. Focus on highly customized and complex manufacturing, including standard product costing, routing, bill of materials, and M.R.P. systems, including JD Edwards.



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