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Manager Management

Knoxville, Tennessee, United States
October 19, 2016

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**** ******* **** **** (C) 423-***-****

Knoxville, TN 37932 (W) 865-***-****

Qualifications Summary

Experienced Indirect Materials and Services Supply Chain Manager with education and experience in Mechanical Engineering, Manufacturing, Capital and MRO Procurement, Production Planning, Stores and Receiving, Warehousing, Logistics, Product Packaging, Quality, Training, and Employee Development leading project teams at multiple levels, functions, and sites throughout the organization. Adept at organizing people, projects, and processes while utilizing strengths in strategic planning, team management, and empowerment.

Areas of Expertise include:

● Procurement Manager and Strategic Sourcing ● Production Planning/Inventory Management

● Stores, Receiving, and Inventory Management ● Contract Administration/ Management

● Supplier Development and Commodity Management ● Quality Assurance and Quality Control

● Leadership and Mentoring ● Six Sigma Black Belt Project Management

● Operations and Laboratory Management ● Training System Management and Employee Development

● Sales and Technical Service ● Process and Product Improvement

Professional Experience

Bosch Cooking, Lafollette, Tn 03/2016 to Current

Supply Chain Manager for a Cooking Appliance Assembly Plant

Sourcing, Materials and Production Planning, Receiving, Warehouse Management, and Shipping finished product.

Babcock & Wilcox, Oak Ridge, TN 03/2011 – 05/2014

Sourcing, Manufacturing, and Assembly of Materials for the American Centrifuge Manufacturing (ACM) Project

Babcock & Wilcox Procurement Strategic Accounts and Contracts Manager 03/2011 – 05/2014

Responsible for the development, execution, and maintenance of vendor component and services agreements.

● A DOE Contractor with a “Q” Clearance working as a seconded B&W employee on the ACM project.

● Initiating Strategic Sourcing/Volume Leveraging initiatives on critical capital components to reduce unit price by $15M.

● Developing alternative US Sources for mechanical and electrical components.

● Conducting Vendor Qualification Audit for strategic component sources.

● Worked with Materials Management to set-up and initiate the use of SAP’s module for Materials Requirement Planning.

● A significant contributor in re-engineering components to meet fitness-for-use requirements while lowering the Cost of Mfg.

● Conducting Root Cause Failure Analysis on material quality conformance issues to prevent re-occurrence.

● Utilizing Six Sigma tools to optimize inventory levels to optimize order fulfillment and avoid manufacturing shortages.

Aerus LLC, Bristol, VA 01/2010 – 07/2010

Residential and Commercial Vacuum, Air, and Water Purification Systems Manufacturer

Aerus LLC Director of Procurement 01/2010 – 07/2010

Responsible for the Direct and Indirect Materials and Services Procurement Organization

● Use of Six Sigma and Lean tools to improve production planning while optimizing inventory management.

● Establishing Management Systems in key areas to support the company mission of Sales Order Fulfillment.

● Initiating Strategic Sourcing/Volume Leveraging initiatives on indirect materials and services to optimize performance.

● Conducted Root Cause Failure Analysis on material supply shortage incidences and initiated improvements.

● Enhanced Materials Requirement Planning from using manual production work order input to using Sales Forecasting data.

● Utilizing Six Sigma tools to optimize inventory levels to fill the supply chain and avoid Sales Order Fulfillment issues.

● Utilizing Six Sigma and Lean tools to more effectively manage off-class and obsolete material inventories.

● Developed Vendor Audit and conducted multiple assessments for critical components.

● Developed alternative Asian and US Sources for electrical components.

● Utilizing MS SharePoint to organize, manage, and communicate key metrics and improvement initiatives.

● Developed an employee development system identifying roles and responsibilities, assessment, and collaborative planning.

● Initiated weekly Procurement team meetings to organize and communicate key initiatives and key events.

● Delegated management and execution efforts to subordinates to expand capabilities and organization effectiveness.

Eastman Chemical Company, Kingsport, TN 1979 - 2009

Chemical, plastic, and fiber manufacturer with worldwide operations and sales that exceed $6B.

Eastman Corporate Program Office - Six Sigma Black Belt PM 2003 - 2009

Group of multi-functional and multi-site project management support team for strategic initiatives.

● Selected as project manager for a complex European Union (EU) Regulatory compliance effort, called REACH, which is estimated to cost Eastman $50M and will impact the annual sale and manufacture of over $1B.

● Chosen as project lead to develop a Corporate Compliance System for U.S. Technology and Export Controls Legislation working for Eastman’s Executive Vice-President of Technology.

● Utilized certified Six Sigma and Design for Six Sigma skills to lead several multi-site and multi-functional teams to improve: Information Technology, Employee Benefits, Training, Capital Spend, Product Pricing Contracts, Material Handling, and Hazardous Chemicals Training and Handling.

Worldwide Indirect Materials Procurement and Services 1991 – 2003

Purchasing of all material and services except raw materials along with Stores, Receiving, and Capital Warehousing.

● Worldwide Strategic Sourcing Manager for information technology, engineering design and employee benefits services, product packaging, energy, mechanical pumps, valves, seals, electrical, paints, filters, metals, and pipe. Collectively these strategic sourcing projects yielded over $30M in annualized spend reductions through standardization and volume leveraging.

● Eastman Supplier Excellence Program (ESEP) Manager responsible for the development and maintenance of a program to allow Eastman functional organizations to collaboratively work with suppliers to achieve supplier excellence by providing them: (1) performance expectations, (2) feedback on the suppliers individual performance, (3) develop and work on specific supplier improvement projects, and (4) host an awards banquet to acknowledge improvement and sustained performance

Contract Management automation is beneficial in assuring key contract terms and conditions are captured and executed. I led a team to develop a contract administration database which contained preformatted fields based on a survey of key end-user contract requirements. The use of this database significantly reduced training and contract execution time.

Site Stores and Receiving Manager which included approximately 120 employees in 26 local area storerooms, general plant storeroom, capital warehouse, and receiving with over an $8M annual budget.

As Eastman's Minority Business Development Coordinator, I identified and qualified potential minority owned suppliers that met Eastman's business and US Government requirements.

Manufacturing, Training, Technical Sales, and Quality Control 1979 – 1991

● Division Training Coordinator responsible for the development and maintenance of division training documentation, delivery, qualification, certification, and records. This assignment required working closely with the ISO and cGMP process teams.

● Division Malcolm Baldrige National Quality Award Coordinator results included an assessment of division quality systems, identification of the process gaps, and leading teams to fill gaps in their quality systems. Eastman won the MBA in 1993.

● Division Team Management Consultant responsibilities included empowering over 40 teams to identify and implement improvement efforts while updating their processes to maintain-the-gains.

● Technical Sales Representative serving as the liaison between Eastman and all customer functional areas: Corporate Management, Supply Chain, Production, Research, Technical Service, and Quality at four different US manufacturing sites.

● Customer Service and Quality Assurance Internal Sales Representative with responsibility to address external customer production, quality, and fitness-for-use issues.

● Quality Control Laboratory Assistant Manager required maintenance of laboratory quality systems and backing up the manager during absences. Quality Test Method Engineer included both in-process and product test method improvement.

● Manufacturing Operations Assistant Manager required operations staff support while filling in for the manager during absences. Developed new equipment to increase production capacity and improve product quality.

● Division Quality Auditing Supervisor involved working with Division Operation Managers to develop quality audits that assessed both equipment and personnel performance. One audit resulted in recovering $4M in lost acetone annual emissions.


Masters of Business Administration, University of Tennessee, Knoxville, TN

Bachelor of Science in Mechanical Engineering, University of Tennessee, Knoxville, TN

Professional Development Certifications

Business Design for Six Sigma Certification, Eastman University in 2006

Six Sigma Black Belt Certification, Eastman University in 2003

Strategic Sourcing Certification, Strategic Sourcing Institute of Florida in 1998

Quality Engineering Certification, the American Society of Quality Control in 1991

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