Manager Management

James Richard Schweikert, MBA/CPM

**** ********* **, ******, ** 75248 – USA Cell – 972-***-**** Email – ************@*****.***

Procurement Professional

Supply Chain ~ Material ~ Logistics ~ Contracts

Forward-thinking professional with 20+ years’ experience building and aligning purchasing organizations with key business objectives to achieve dramatic bottom-line results at both government contractor and numerous high tech corporations including Rockwell International, Raytheon and Hewlett Packard. Recognized for the implementation of cost-reduction initiatives, building a world class supplier base and developing strong alliances in the supply base and with internal organizations. Proven history of turning around under-performing purchasing organizations through reorganization, supplier optimization, SOW development, contract negotiations and RFP/RFI/SOW performance. Particularly effective in leading and managing change, creating and realizing strategic plans, employee development, teambuilding, and creating cross-functional relationships. Experience with FAR/DAR, UCC, and Public procurement regulation.

Core Competencies

• Strategic Alliances • Supply Base Management • Supplier Optimization

• Contract Development and Negotiation • Forecasting/Cost Analysis/Reduction • Risk Analysis and Management

• FAR/DAR, UCC, Public procurement • Team Leadership • Multi-Million Dollar Budgets

EDUCATION HONORS & CERTIFICATIONS

The University of Texas at Dallas Institute of Supply Management

Executive MBA, with honors, 2004 Lifetime Certified Purchasing Manager, 2001

Awarded “Directors Award for Outstanding Contribution”

B.S. Business Administration, 1985

PROFESSIONAL EXPERIENCE

Total-Equipment and Service, a division of C&J Energy, Purchasing Manager (2014 to Present)

Responsible for all aspects of the purchasing department for a $40M distribution center for Oil and Gas Industry. Prepare proposals and draft contractual language and conduct negotiation with Suppliers and internal stakeholders. Performed as an internal consultant to Executive Management on contractual obligations and rights. Carry out contracts from creation to completion, negotiating with the Legal department and internal customers. Managed and implemented an integrated set of commodity strategies including RFI/RFP/RFQ and SOW development, to support Materials, Manufacturing, Product Generation, Marketing and Order Fulfillment, Direct materials, indirect materials, Subcontracts, through a staff of six Buyers and expediting. Manage functional programs and activities to ensure the continuous supply of material to meet production/delivery plans across the value chain and throughout the product life cycle. Established and maintained cross-functional linkages between Executive Management, Engineering, Product management, Quality and manufacturing throughout the procurement cycle. Responsibilities included acquisition of highly complex and technical fabricated and machined material as well as engines and transmissions and off the shelf components for the Oil and Gas industry.

Hewlett-Packard, Corporate Global Strategic Commodity Manager (2008-2013)

Market Intelligence (04/12 – 04/13) - Responsible for incentive spend and RFP/RFP/SOW for US, Canada and LAR regions, managed stakeholder relationships and project management through negotiations and supplier/contract management for all incentive suppliers resulting in cost reductions of $5M for the fiscal year and realization of new innovative programs to promote HP equipment for resellers, enterprises and customers. Accountable for $650M annual spend for Market Intelligence with global responsibility for over 182 contracts for market intelligence, market analytics, and market surveys, heavily involved in strategy and negotiation planning, assessment of market conditions and emerging markets and supplier management. Responsible for stakeholder management and training material development and delivery.

Research and Development Organization (10/08 – 04/12) - Responsible for $100M spend on a global basis for assigned R&D labor categories encompassing EMEA, APJ, and AMERICAS in the areas of: sourcing, supply base consolidation, ASL maintenance and governance, cost reductions capture and reporting, contract negotiations, E-auction analysis and communications and coordination of all spend for assigned commodities worldwide including forecasting, strategy and execution of RFI/RFP/RFQ/SOW, supplier consolidation and optimization globally. Commodities included labor for content development for R&D Technical writing, Sales Channel Training, and Localization. Heavy interface with all business units across the world to help them save money and engage with the best suppliers for their needs. Responsible for sales channel training for all content development and marketing groups. In the first year, optimized the Localization commodity through technology and reduced the cost to the corporation by over $3.5M moving to machine translation. In 2010, saved over $9M for the Personal Systems Group and the Enterprise Storage Systems Group through RFI/RFP engagement bids through reverse auctions on hardware and enterprise software solutions. Additionally, completed a supply base consolidation program which lowered the supply base by 50% and reduced cost on a global bases by $4.724M.

LSG Sky Chefs, Director of Procurement, Indirect Spend (2006-2008)

Accountable for all indirect spend for corporate facility and fifty kitchens across the US including energy, major kitchen equipment, maintenance, fleet, chemicals, petroleum, and major projects. Responsible for RFI/RFP/SOW and negotiation and maintenance of all major contracts and supplier relationships resulting in cost avoidance of over $500,000 through analysis of existing equipment and utilization to avoid new purchases of major equipment and over $1,000,000 in cost reduction on acquisition of fleet vehicles. Successful in the standardization of all kitchen equipment across the organization and competitive bid for the control of total cost of ownership.

American Pad and Paper, Corporate Director of Purchasing (2005 to 2006)

Oversaw procurement, RFP/RFI/SOW execution, contract/price negotiations, cost analysis and vendor relations. Developed boilerplate contracts and implemented cost reduction processes to enhance workflow efficiencies. Implemented strategic initiatives and established corporate procurement policies and procedures. Achieved 100% on-time delivery of material to manufacturing while lowering inventory. Successfully turned-around procurement organization, enhanced team skill-sets and instituted training programs for the department.

True Art from the Heart, LLC, Co-Founder of start-up business while pursing Executive MBA (2003 to 2005)

Company creation included competitive market analysis, product feasibility studies, strategic product design and development, product portfolio, sales/marketing planning, financial forecasts and budgeting, manufacturing and inventory optimization strategies. Oversaw all aspects of the supply chain, including planning and forecasting, procurement, production, and logistics. Established organization structure, set up LLC and established partnerships with third party vendors. Nominated for Innovative Product of the Year by MemoryTrends Magazine.

JC Penney, Corporate Procurement/Contracts Manager (2001 to 2003)

Managed multi-million dollar contracts for procurement of services for non-resale products (i.e., consulting, store remodeling, telecommunications, corporate projects, staff augmentation and offshore consulting). Developed total cost of ownership models (TCO) for analysis of trade off's and issues impacting production, materials planning, scheduling and customer service. Partnered closely with the Executive management to develop partnerships with key suppliers to reduce cost, inventory, delivery lead-time and inbound/outbound logistics cost. Set up strategic supply relationships and managed them from the contractual aspect. Achieved cost reductions greater than $10 million. Won an award from the CIO for running an RFP for subcontract labor for software programmers on a global basis saving a record percentage reduction I cost and controls. Developed all Statement of work for all engagements and developed and negotiated the contracts with each company.

Inet Technologies, Director of Corporate Purchasing (1999 to 2001)

Managed the Purchasing department in the transition from a small privately owned business to a rapidly growing public company. Initiated cost reductions and supply chain management strategic initiatives. Partnered with the production planning/inventory control group and the facilities to develop, implement and influence best practices in the disciplines of forecasting, supply chain and inventory management and master scheduling. Responsible for the strategic procurement of rare integrated circuits, PCB, fiber optics, and electronics materials from Asia/Pacific and for the development of offshore suppliers, of high volume parts, and assemblies to lower the cost of inventory. Transitioned from consignment to turnkey on major assemblies and developed supplier base to match turnkey. Incorporated JIT and demand-pull technology and developed the ability to use EDI to lower total cost of acquisition. Worked with IT/Legal Executives on all hardware and enterprise software agreements.

BancTec, Sr. Purchasing Manager (1997 to 1999)

Managed procurement and expediting function; primarily purchased electrical components, computers, and printed circuit assemblies. Established Supplier relationships and developed material flow processes. Converted Purchasing department to SAP Instrumental in BancTec making their first quarter in over one year’s period of time through procurement strategies.

DSC (acquired by Alcatel), Procurement Specialist - (1995 to 1997)

Instrumental in the development of long-term supplier performance management tool to improve quality, delivery, and price. Negotiated company-wide issues and long-term contracts with multi-national suppliers. Conducted market tests and analyzed supplier proposals for competitiveness. Developed, refined, and implemented commodity and sourcing strategies. Reduced cost by over 10% across the board on $260M worth of receipts. Commodities included IC’s, fabricated materials, fiber optics cables/connections, and interconnects, computer hardware and enterprise software. Set historic cost reductions on a mature product line.

Electrospace Systems, Inc (acquired by Raytheon), Purchasing Manager (1988-1995)

Managed and implemented an integrated set of commodity strategies to support Materials, Manufacturing, Product Generation, Marketing and Order Fulfillment, Direct materials, Indirect materials, Subcontracts, Capital equipment, computer hardware and software through a staff of 13 employees including Sr. Buyers and expediting. Managed functional programs and activities to ensure the continuous supply of material to meet production/delivery plans across the value chain and throughout the product life cycle and was responsible for annual Government audit to FAR/DAR regulations. Established and maintained cross-functional linkages between Executive Management, Engineering, Product management, and manufacturing throughout the procurement cycle. Responsibilities included acquisition of highly complex and technical computer equipment and hi-tech electronics averaging $41M annually. Held TOP SECRET Clearance.

Rockwell International, Sr. Buyer/Procurement Manager, (1985-1988)

Achieved departmental purchasing goals at the lowest cost consistent with considerations of quality, reliability of source, and urgency of need under FAR/DAR regulations. Supervised the preparation of purchase orders and follow-up of the expediting function to deliver parts on time. Studied market trends, interviewed vendors and recommended sources of supply. Heavy interface and coordination with Management, Engineering, Suppliers, and the factory in the development of equipment and product specifications and substitute materials. Procured interconnection and switching components for the Telecommunications Division, totaling $10M annually. Within the first year in this position, reduced back orders from 26% to 3%.

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