DENNIS T. FRANTA

Sourcing Manager/Purchasing Manager- Contractor

Global Supply Chain / Strategic Sourcing / Cost Reduction-Leveraged

/ ERP – JDE, Oracle & AS400-PRMS / RFI,RFP,RFQ - Bid Abstract – Negotiation – PO & Long-term Contract & Adm. / KPI- Supplier Relations, Claims, Corrective Actions / Supplier Risk Analysis- Mitigation / NPD-NPI-Sourcing Teams – New Supplier Qualification / Low Cost Country Sourcing / Lean Inventory – Accuracy, Turns, Consignment, Terms of Payment / Compliance - QA, ISO 9001, SOX Project Management - Delivering complex projects on time and within budget Cutting costs via strategic leveraged outsourcing

Reducing supplier risk through comprehensive analysis and mitigation plans Improving processes to ensure timely product delivery and quality compliance Enhancing efficiency of procedures to increase productivity CAREER HISTORY & SELECTED ACCOMPLISHMENTS

Procurement/Supply Management Consultant/Contractor, ( Sikorsky, CT July 2014 – Jan. 2015

Director of Procurement .

20 Mallard Lane Clinton, CT 06413 860-***-**** aczbwc@r.postjobfree.com With Fortune 500 and high-tech start-up expertise, I have overseen all aspects of global supply chain management, including strategy, process development, sourcing, implementation of cost reduction/cash flow strategies, and supplier risk assessment/ mitigation plans. I organize, motivate and lead teams that beat expectations.

Establishing and deploying operational policies and procedures that enhance procurement, program and project delivery, and compliance for manufacturing, energy,, services, and defense-based companies, among others. My transferrable skills also include: A talented negotiator and communicator, I consistently find and secure superior alternatives that lower costs while maintaining or improving quality. self employed - Oct. 2011 to

present) Contract services for Supplier surveillance/performance, claims resolution, and performance to contract schedule. Identified and supported new supplier qualification utilizing cross functional teams: Quality-Engineering-Procurement. Planned and conducted supplier quality systems audits with follow-up corrective actions and verification. Purchase order placement and administration.

Clients- Hollis Line Machine, Hollis NH: Colonial Machine, PA: Alstom Power Inc., Windsor, CT: Shell Oil, Houston: Bechtel National, Inc., Cranberry, PA:, FuelCell Energy, Inc. (FCE), Apr. 2000 to Sept. 2011 Managed direct/indirect expenditures for raw materials, components, and balance-of-plant systems for this startup. Oversaw staff of 12 for $120M, 480-employee manufacturer of natural gas-fueled energy cells serving diverse global commercial customers. q

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Built department from ground up.

Took the Company to next level.

(Fluor-EPC)

Mitigated supply chain risk.

Added needed capabilities.

Engineering, Procurement, Construction and Service contract with Fluor

Director of Procurement

Achieved ISO 9001 certification.

Built highly productive staff.

Director of Supply Chain

US Navy Defense programs

Senior Buyer

EDUCATION & PERSONAL

MBA Marketing-Strategic Planning

BA Business Management

Recruited by Fuel Cell Energy to plan and launch a Procurement/Logistics department. Established supply chain network to support low rate to full production by 2011. We achieved capacity production rates before required deadlines. Recruited, hired, and trained FCE staff to support manufacturing of module assemblies and outsourced for balance-of-plant mechanical, electrical systems. Implemented process controls for supplier qualification, solicitation, selection, and performance. Project managed milestone requirements on time. Biggest challenge to FCE’s ramp-up plan was supplier dependability. Developed/implemented a comprehensive "Supplier Risk Assessment Plan" with action components. Surveyed suppliers in all key areas to discern near and long-term viability. Established a superior and reliable supplier network. FCE lacked engineering, QA, and sourcing capacity to design, procure, construct, and project manage Balance-of-Plant (BOP) systems. Negotiated and managed a $25M, working closely with the firm to learn needed skills. Newly trained cross-functional team eliminated need for future contractor support for BOP projects.., ABB Combustion Engineering Inc. (now Alstom Power), Aug. 1993 to Mar. 2000. Managed $400M annual expenditure for construction, commissioning and maintenance of boiler designed systems for utility companies at domestic and international locations. Managed 23 direct reports for this $650M business. ABB Combustion Engineering was required to achieve ISO 9001 QMS certification to qualify for new international power generation projects. Appointed to Steering Committee to plan, train and acquire certification. Achieved goal, increasing competiveness and enabling new business development. Charged by ABB to build and develop procurement staff. Supervised 20+ direct reports, centralized commodity group, developed and implemented procurement policies and processes to manage direct material cost, reduce leveraged procurement costs. Established and implemented annual strategic and tactical objectives for buyers, saving $100M/year (30%)., Gould Ocean Systems Inc., Apr. 1978 to Jul. 1993. Managed an organization of 160 staff, $300M annual expenditure for raw materials, components, mechanical/electrical assemblies, major subcontracted systems, mfg. services and MRO. Direct reports included major subcontracts, procurement, logistics, scheduling, inventory, receiving, shipping, and production control for ., The Babcock and Wilcox Company, Inc., Jun 1973 to Mar. 1978. Managed total annual expenditure of $15M for tubular products, including steam generator tubing, large OD pipe and flat rolled products for this billion-dollar-plus power generation fossil fuel manufacturer.,, Cleveland State University 1984,, Walsh University 1973

Exceeded cost reduction target.

FCE needed 45% in materials reduction to compete in commercial market fossil fuel power plants. Evaluated and implemented "Field Service Corrections", standardized materials and qualified lower-cost suppliers. Achieved 51% cost reduction.

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