Wellington, FL *****

561-***-****

adgm4o@r.postjobfree.com

PERSONAL STATEMENT

ISM certified Supply Management Leader with 12 years of extensive end to end supply chain experience building digital business process improvements and boosting enterprise bottom line through Entrepreneurial Vision, Technological Savviness, and effective stakeholder Relationship Management fostering Revenue Growth, Cost Savings, and Business Process Agility for an organization CERTIFICATIONS and EDUCATION

Certified Professional in Supply Management - CPSM® 2019- 2023 Certified Professional in Supplier Diversity - CPSD™ 2017- 2020 University of Florida, Gainesville, FL 2007- 2009

Master of Science in Industrial and Systems Engineering Maharaja Sayajirao University of Baroda, India 2002- 2006 Bachelor of Science in Mechanical Engineering

AREAS OF EXPERTISE

• IT Procurement

• Supplier Development

• Category Management

• Digital Transformation

• Contract Negotiations

• Customer-Oriented

• Process driven

• Strategic Sourcing

• Change Management

TECHNOLOGY EXPERIENCE

• SAP Ariba

• Smartsheet Dynamic

View

• ERP LN/BAAN IV

• QlikView

• Lawson ERP

• Sentai ERP

• Microsoft Teams

• Cyber Query

• Smartsheet

ASSOCIATIONS

EXPERIENCE

CARRIER CORPORATION, PALM BEACH GARDENS, FL

DIGITAL/IT GLOBAL CATEGORY MANAGER August 2019 - September 2020 Immediate Past President at ISM-South Florida Inc. July 2018 - August 2018 President & CEO at ISM-South Florida Inc. June 2017 - July 2018 Jwalant Kansara, CPSM®, CPSD™

ISM Certified Supply Management Leader

• Championed IT and digital services with global spend of $400M including software as a service, hardware, professional services, managed services, and contingent labor

• Developed an end-to-end digital category strategy playbook (Run, Grow and Transform), mapping out the current state and plan out future state to modernize P2P environment

• Partnered with Digital leadership (Infrastructure, Cloud, Cyber, Automation, Digital factory) for a successful divestiture effort from UTC (Parent company) including the lifecycle of transaction e.g. TSA negotiations, supporting clone and cleanse environments, building integrations with existing systems, partnering with Digital teams to ensure enterprise systems efficient operations

• Generated tangible savings and built inter-BU synergies by consolidating the global asset purchases, SaaS stack and fragmented application support across the enterprise through a centralized AMS MSP model

• Streamlined digital spend by leveraging preferred vendors additionally generating rebates for Carrier 600 initiative

• Monitored managed services vendor performances (SLAs and KPIs) through quarterly QBRs

• Led complex contract ($100M+) negotiations including extended team members involvement (e.g. Legal, Quality, Tax, Security, and Data Privacy) through RFP process CORE ACCOMPLISHMENTS

• Transformed fragmented digital procurement process to a centralized lean-agile model

(DRIF Intake process) using automation and AI chatbots generating speed, cost savings and compliance for contracts and data privacy

• Generated $2.5M tangible savings from negotiating $25M global contract

• Negotiated $1M cash rebates, $20M cumulative savings YTD and improved cash flow by recruiting top tier vendors to Carrier digital alliance partner program

• Designed and deployed Carrier first scalable digital intake procurement process, central portal and chatbot –“Driffy” (AWS Lex technology) reducing operational cost and increasing speed to market for digital team

JM FAMILY ENTERPRISES, INC., DEERFIELD BEACH, FL

SR. STRATEGIC BUYER (Contractor) April 2019 - August 2019

• Championed categories across the enterprise including but not limited to Facilities, Construction, IT, Learning and Development, Corporate Insurance, and Legal

• Provided Procurement life cycle management that includes research of potential vendors, commodities, development of Request for Information, Quotes, Proposal, etc. and negotiate pricing

• Designed, managed and control competitive bid process through RF(x) events as well as lead teams in sourcing selection process.

• Analyze proposal responses and use decision making tools and/or models to facilitate award recommendations. CORE ACCOMPLISHMENTS

• Co-lead new campus development sourcing projects including Janitorial, Landscaping, Asset and Space Management, Structured Cabling, Pharmacy, Fitness Centers with a combined spend of over $150M CANCER TREATMENT CENTERS OF AMERICA, BOCA RATON, FL CATEGORY MANAGER February 2018 - November 2018

• Developed strategies for assigned direct and indirect categories with combine spend of $200M+ in OpEx and CapEx that includes professional fees and purchased services across a variety of clinical and non-clinical service lines

• Collaborated with IT teams to negotiate contracts with Outsourced IT Managed Services providers

• Led travel category strategic sourcing process that includes internal gap analysis, market and baseline analysis, managing suppliers, developing and implementing strategies, performing supplier capability assessments, continuous improvement and benchmarking that supports sourcing strategy

• Developed and launched Travel RFP, evaluated and executed contracts and contract documents (Master Service Agreements, Statements of Work (SOWs), Exhibits, Amendments, Termination Letters, etc.) and stored documentation in ARIBA to facilitate pricing discussions, and obtain key input on timelines and deliverables expectations

• Partnered closely with FP&A group to ensure all purchases are made within business units’ budget and vendors have adhered to contractual pricing agreements

CORE ACCOMPLISHMENTS

• Generated over 10% in cost savings by spearheading the implementation of a new Travel Management Program with $50M in corporate travel spend through a complex RFP process and contract negotiations with new strategic vendor

• Championed purchase services categories - Travel, Architecture, IT Consulting and Hospitalist creating savings potential of over $20M for FY19 and boosting profit margins for various cost centers

• Created a centralized IT contract launch document program and tracking tool significantly improving visibility for stakeholders

• Created key cost reduction strategy in collaboration with SVP of Talent that converts enterprise-wide IT contract labor volume to an employed model

PARKSON CORPORATION, FT LAUDERDALE, FL

PRODUCTION MANAGER (STRATEGIC SOURCING BUYER/PLANNER) July 2012 – December 2017

• Managed material flow to ensure live inventory is at the optimum level that supports Just-in-Time customer deliveries while keeping inventory at the right levels to fulfill forecasted demand

• Executed Multimillion-dollar projects for high complex assemblies/engineered OEM products using Engineering BOM, AutoCAD drawings through Demand Planning process

• Utilized forecasting methods and tools that deliver and monitor forecast accuracy while seeking, reporting, evaluating and making recommendations to leadership to improve forecasting, planning and budgeting processes

• Managed on time delivery of all needed materials to complete production for forecasted shipments

• Leveraged the supply base to meet the company’s production requirements related to quality, delivery and cost while optimizing the inventory levels at centralized and remote supplier warehouses

• Negotiated and awarded purchase orders/contracts to fabricators and suppliers to fulfill the inbound production demand

• Driven best in class supplier performance in terms of cost, quality, delivery and service for key product lines

• Collaborated with QC (Quality Control) on Supplier Qualification, Supplier Selection, Supplier Risk Assessment and NCR process CORE ACCOMPLISHMENTS

• Reduced RFx lead-time by 50% by implementing CPFR (Capacity Planning Forecasting Replenishment) methodology and ESI (Early Supplier Involvement) process

• Generated departmental savings of $2M annually through global strategic sourcing process, continuous improvement and, Value Analysis and Value Engineering initiatives

• Acted as chief negotiator with sole source supplier on a critical/bottleneck component reducing the total cost of flagship product by over 20% annually

• Maintained exceptional warranty costs less than 1% of combined core business revenue through Periodic Supplier Audits and Assessments, Weekly Production Meetings and 360 Feedback through Post Shipment Meetings with Suppliers

• Implemented Standardized Product Costing tool for regional sales managers and effectively negotiated multimillion-dollar Contracts with Strategic Fabricators boosting Gross Profit by 10% annually

• Conceptualized, formulated, and established Supplier Performance Dashboard that measures and ranks Strategic and Key Suppliers on key attributes - Cost, Quality, Delivery and Service

• Transformed the department’s supply chain maturity model from Adversarial to Strategic resulting in risk mitigation with core suppliers on flagship products

HYDRAULIC SUPPLY COMPANY, SUNRISE, FL

FLUID POWER CUSTOMER SERVICE TEAM LEAD November 2009 – June 2012

• Managed and mentored a team of 3 CSRs, working on Sentai (ERP platform) for Quote Process, Order Entry Process, Vendor contacts list, Supplier Negotiation, Freight, Pricing and RMA process for customers across South Florida

• Conducted weekly team meetings and biweekly leadership meetings with the upper management on Supply Chain KPIs to track performance in Customer Service, Inventory Management and Warehouse personnel

• Reported directly to the V.P of Operations on Pricing strategy and Profit Optimization of $15 million inventory of hydraulic products at the distribution center located in Sunrise FL CORE ACCOMPLISHMENTS

• Played key role to achieve the award of the best supplier - Supply Chain (2Q10-11) from an OEM for On-time and Zero- defect deliveries

• Improved the KPI metrics of customer service team by successfully conducting RCA on blanket orders for an OEM customer on orders shipping past promise dates

• Improved the performance metrics and dashboard for inside sales department by reducing the RMA from 6.7% to 3.04%, Orders shipped to promise from 80% to 95% and increased profit margin to 30% on 52-week average

• Increased team’s annual sales growth for 2011 by 20% through consistently monitoring promise reports, RMA reports, Allocation report, Rebate/Margin reports using Cyber Query and Microsoft Access COUNTRY OF CITIZENSHIP: U.S.A

REFERENCES: AVAILABLE UPON REQUEST

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