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Supply Chain Project Management

Highland, New York, 12528, United States
April 21, 2017

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(845) ***-****


Extensive executive experience across procurement, logistics, production control, industrial engineering, inventory management and forecasting for multi-billion dollar Electronics Manufacturers. Expertise includes global supply chain, project management and cross-functional transformation. Consistently recognized for unique and creative solutions to complex issues that reduce operating costs, deliver savings and improve forecasting. Excellent collaboration, organizational, communication, leadership and negotiations skills. APICS Certified CPIM.

CORE COMPETENCIES: Strategic Sourcing & Procurement, Global Supply Chain Management, Project Management, Cross-Functional Transformation, Analytical Skills, Collaboration, Supplier Negotiations, Global/Complex Issue Management, Process Improvement, Mentoring/Coaching, Executive Communications, Best-of-Breed/Best Practices, Compliance, e-Sourcing, LEAN Six Sigma, ERP/SAP, KPIs, TCO, RFPs, RFIs, RFQs, Microsoft Office


Positioned IBM for 20% increase in component sales to contract manufacturers and reduced operational costs by 10%. Achieved 2 business process patents on the price masking processes. Received Chairman's Award: Reduced operational costs by consolidating operations from 4 geographic regions into Singapore and implemented global strategy to optimize buy/sell transactions, improve SAP efficiency, minimize taxes and reduce part numbers.

Exited from post-divestiture IBM IT application support in 28 months vs. prior divestiture which took 8 years, saving $89M annually, with the first $50M saved in just 15 months: Identified processes that could be modified, streamlined or eliminated to reduce Lenovo IT development costs and map processes into existing SAP and e-Sourcing procurement IT.

Established in-house capability or second sources for every part: IBM divested a critical high-end PCB sole manufacturing supplier for its largest revenue mainframes, which 2 years later was in extreme financial distress. Developed mitigation plans - identified second sources for every product, developed internal capabilities and identified key resources to operate the supplier's manufacturing line.

Reduced financial inventory loss by $22M (25%) and excess/aged inventory by $14M: Modified the terms and conditions with business partners to reduce field returns. Established a business management system for early identification of issues and enable corrective action before inventory became excessive.

Improved forecast accuracy by 2% across all 5 IBM hardware brands delivering $1.9M of inventory savings. Reduced forecasting personnel by 20%: Improved hardware forecast accuracy to 83%, within 2% of the industry best-of-breed forecasting of 85%. Shortened the analysis cycle time so that supplier responses could be incorporated more timely into ERP calculations. SUSAN E. KRYSTEK PAGE TWO


Delivered $38M of annual procurement savings: Led a cross-functional task force to identify areas to reduce portfolio of low volume options and create common component/hardware building blocks to leverage procurement volumes with suppliers. Implemented portfolio improvements across all 5 hardware brands and process changes with suppliers.

Delivered $100M of annual procurement cost savings. IBM Poughkeepsie was named "Assembly Plant of the Year" by Assembly Magazine: Established a tight collaboration between Procurement and Development Engineering ensuring early design consultations and enabling supplier cost/manufacturability to be considered earlier in the product design process.

Negotiated complex development and service contracts with critical divested sole-sourced encryption technology supplier to ensure intellectual property was maintained by IBM and its largest mainframe revenue stream was protected. Developed internal manufacturing capability, while also negotiating supplier contract milestones for the transfer of process knowledge: Maintained continuity of supply while establishing internal manufacturing capability.

Implemented $26M of non-product savings to system x tower products: Investigated non-bill-of- material cost drivers including manufacturing overhead, overtime, transportation, inventory and warranty. Recommended a geographic supplier change, a shift in proportion of ocean shipments and quality improvements.

Delivered annual savings of $15M and received the "2010 Progressive Manufacturing Award" from Managing Automation Media: Despite economic challenges which caused a decrease in total hardware shipments, delivered savings via asset optimization and reutilization processes. PROFESSIONAL EXPERIENCE

LENOVO CORPORATION, Morrisville, NC 2014 - Present Director, Procurement Business Transformation

Managing cross-functional team to improve procurement processes. IBM CORPORATION, Poughkeepsie, NY 1983 - 2014

Global Execution Optimization Program Director

Collaborated with executives for 7,000 global supply chain employees in Procurement, Manufacturing, Planning and Inventory to streamline processes and optimize resources. Promoted from Global Commodity Manager, Global Outsourced Supply Chain Manager, and Procurement Manager. EDUCATION & CERTIFICATIONS

MS, Operations Research (40% completed), UNION COLLEGE BS, Industrial Management, Minor in Industrial Engineering, PURDUE UNIVERSITY Certified in Production and Inventory Management (CPIM), APICS Project Management (10-week course), IBM SYSTEMS RESEARCH INSTITUTE

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