Supply Chain Risk Management

DEVIN B. ALLEN, MBA

Wilsonville, OR

801-***-**** / *****.*****@*******************.***

http://www.linkedin.com/in/devinallenforward

TEAM DEVELOPMENT • SUPPLY CHAIN • CONTINUES IMPROVEMENT • RISK MANAGEMENT

Strategic Alliances • Relationship Development • Succes Oriented • Business Acumen

Change agent, safety champion, team development, supplier performance management, strategic sourcing, diversity sourcing, relationship management across the enterprise, compliance in governmental and environmental, lean improvement, import compliance, and industrial participation.

Demonstrated Results

Demonstrated ability to find and manage business challenges with measurable outcomes. Proven ability to build and balance teams to achieve company goals. Repeated results in setting up supply chain processes and systems, inventory processes, internal and external stakeholder relationships, spend consolidation, supply chain growth, and risk reduction.

Experience

Portland General Electric

2020 – 2023: Director of Supply Chain Operations

Directs a team of managers and professionals responsible for developing, implementing, and managing procurement. Support the decommissioning of facilities, implementation of large-scale energy projects, and development of governmental grants. Leverages comprehensive functional and process knowledge to oversee procurement programs.

Outcomes and collaboration.

Supplier diversity and community spending doubled in three years.

Implemented a warehouse safety program based on the Five S methodology, reduced recordable injuries by 50% in the first year.

Implemented a new purchasing and planning system that improved order accuracy and reduced overheld expenses by 5%.

Implemented long-term agreements before the inflationary period to avoid $80M in price growth.

Collaborated with suppliers to improve safety and remove roadblocks, ensuring program success.

Member of the regional labor council for AFL-CIO.

Member of EEI Supply Chain team.

Triumph Group

2018-2020: Director Enterprise Supplier Development

Directed teams’ identification and reduction of risks, including inferior performance in the supply base, supporting $2 Billion in spending. Ensured solid supply chain performance by setting up long-term partners with strategic source selection and working with suppliers to achieve standards identified in the selection process.

Outcomes and collaboration.

Developed and implemented a method for evaluating suppliers and completing continuous improvement projects.

Conducted > 100 supplier improvement projects with < 10% supplier repeat performance issues.

Implemented and received approval for new governmental compliance requirements.

Responsible for > $2B in direct and indirect spending.

Manufacturing oversite of suppliers for production, quality, and safety.

Triumph Aerospace Structures

2015- 2017: Director of Supply Chain Management

Leading teams at three Triumph Aerospace Structures Group locations consisting of an end-to-end Supply Chain. Teams managing professionals responsible for $750 M in direct spending.

Outcomes and collaboration.

Actively managed the transition of staffing and services between multiple facilities and suppliers from various countries.

Improved supplier on-time delivery from 65% to >95%.

Increased inventory turns from 2 to 6.

Reduced Supply Chain Overhead by 25%.

L-3 Communications

2008 - 2015: Director of Supply Chain Management

Managed Purchasing, Supplier Engagement, Warehouse, inventory, government warehousing, compliance, sourcing, supply chain management, and logistics. Oversees all subcontracts for cost, quality, technical, and regulatory compliance. Developed and deployed Lean training and Certification Program.

Outcomes and collaboration.

Managed $1.2 Billion in material spend, 266 employees, and $27 million overhead budget at two locations.

Implemented an approved governmental purchasing system.

Improved supplier on-time delivery from 75% to >97%

Reduced inventory by >$100M and transferred > $1B to manufacturing while reducing the product cost.

2007 - 2008: Controller / CPO

Reporting to the CFO was reasonable for the acquisition integration to include planning, scheduling, and consolidating three separate accounting systems. Built internal support at all levels for implementing change. Implemented a new MRP and purchasing systems approved by the United States Government.

2006 - 2007: Manager Strategic Projects

Reporting to the CFO managing the assessment of potential acquisitions. Worked across all organizational levels to gather insight and support before structuring and implementing financial projects of strategic importance. Supplied research, analysis, and recommendations as assigned on complex financial, business, and management topics—directed analysis of financial information to find areas of improvement.

2003 - 2006: Material and Proposal Pricing

Insured accuracy and completeness of proposals to clients, supplied support for both internal and external audits and fact-finding and developed a new Cost Proposal Management System (CPMS) that increased Cost Proposal tracking and bid accuracy on time. Increase prompt management reporting capabilities productivity and ensure on-time proposal development. It established an electronic document storage system, which the United States Government approved.

Education & Skills

Exec Certificate – Strategic Supply Chain MIT 2010

Executive MBA University of Utah 2006

BS – Business Administration University of Phoenix 2004

Special Forces Engineering (Green Beret) U.S. Army Special Forces School 1992

Eagle Scout / Order of the Arrow Boy Scouts of America

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