Robert Gormus

**** * ***** **** *****:adlnxq@r.postjobfree.com

Mechanicsville, VA.23111 Phone: 804-***-****

Summary: Sourcing and Sales professional with 20 years experience in LCR strategic sourcing, planning, scheduling, logistics and materials management. Proven leadership abilities working cross-functionally to achieve business objectives with proven abilities in:

• Supply Chain Management/Optimization • Strategic Lcr Sourcing

• Cost Analysis • Sub-Contract Management

• Lean Manufacturing • Inventory Management

• Multi-Level Branch Mgmt. • P-card experience

• Sales: Mechanical, HVAC, Refrigeration • Estimating

• FAR/DFAR contract • Facilities mgmt.

Professional Experience

WRPS/AeCom Richland, Wa 2017-

Senior Property and Procurement Materials Specialist

Implemented and taught the new computer system to write and process Material request for both the buyers and engineering groups.

Wrote the test scripts and managed the implementation of the new software.

Uploaded and created over 5,000 stock codes from previous P-card history, which was used to evaluate cost and add to existing blankets orders saving over 100k a year in electrical and hand tools.

Developed and implemented the strategic sourcing of items that are continually procured thru various vendors by consolidating sourcing agreements. This helped our buyers to control cost and helping our vendors maintain the items we use regularly and lowering our need to have on hand inventory along with helping both parties negotiate better pricing and lowering our inventory levels.

Worked with our P-card buyers to improve in the outsourcing of technical items, and adding other EVSL vendors to broaden out procurement base in order to procure the correct items in the most cost efficient and timely manner.

Developed the kitting process for preventative maintenance items by using the min-max process and using previous material history in making sure the correct mixture of materials are on hand to complete the work.

Implemented a warehouse process for storing used and new furniture in order to ensure the correct items were issued correctly to both government property and the in house users.

Uploaded items into the system that have been on hand for more than 20 years and worked with engineering as to the cost feasibility of keeping these legacy items or excessing them and creating new design criteria going forward.

Bechtel National Inc. Lexington, Ky. 2015-2017

Senior Field Procurement Specialist

Developed and executed procurement strategy in awarding (5) blankets awards totaling over

500k in spend. This included difficult environmental waste, control and instrumentation items.

Turned around field procurement requisitions in 4.4 days under out threshold of 6 days.

Assimilated and used data collected in order to procure and deliver gaskets in a timely and cost

effective manner. This includes analyzing the gasket usage for the blanket as none was given by engineering. I was able to use my work in previous O&M facilities to come up with usage numbers in order to assimilate a cost comparison between vendors.

Monitored engineering and supplier activities to ensure compliance of items of need ie:PMI testing, C of C’s etc. that were missing, along with any documentation that was needed in permanent plant materials.

Completed and mastered Bechtel’s ASSET for Government Subcontracting.

Participated in Supplier conference calls to ensure my priorities are established, and to monitor the

progress of critical material as it flows thru our RI&T process. This gives me a better understanding

of the gaps in material and identifies any "special" or potentially lengthy approval requirements that

could impact the timely issuance of key engineering deliverables that drive the materials work process.

Executed the most difficult and technical procurements that would arise thru the use of my mechanical and electrical skillset as the (SME). Skills that have been acquired thru many years of problem solving and the ability to read drawings and discuss items with engineering on a technical basis.

Bechtel National Inc. Lexington, Ky. 2014-2015

Senior Bulks Materials Coordinator/Procurement

Create stock codes for both systemization and construction piping discipline

Create material requisitions clearly identifying required pay items including MTR, C of C’s and PMI test where applicable. Reflecting a level of detail in which materials will be shipped and identified for storage and control prior to distribution for Construction installation.

Assists engineering in implementing the project’s component numbering approaches, as required materials management and the project Plan, including tagged materials, bulk materials, and spares.

Assists with material planning activities for the piping discipline: including material takeoffs, MWR’s and assist with engineering with using alternative materials where applicable

Constant daily monitoring of (BPS) and is responsible for the input, assessment, maintenance, and correction when applicable of project data related to material planning and its accuracy.

Bechtel National Inc. Richland, Wa. 2010-2014

Senior Bulks Materials Coordinator/Procurement of Electric Bulks

Leading the procurement team on items and quantities of need as identified thru drawing and material take-offs.

Developed $250k in cost savings in 2011 by working with Construction to effectively utilize look-ahead tools to take advantage of cost saving opportunities and large volume material takeoffs.

Led, defined, and authored the Procurement Material Management Process (PMMP) for procuring and receiving electrical bulks. The PMMP is intended to identify key project material commodities, define the process to acquire those commodities and communicate the responsibilities to the appropriate project departments, functions or third parties who have direct participation in the process. In addition, the plan identifies the key design deliverables that drive the material acquisition cycle. The plan describes the automation interfaces that communicate material identification, quantity, and status information to the responsible project team members to enable recognition of indicators affecting supply chain activities. This plan will be used as the roadmap to implement and execute strategy defined herein.

Developed and instituted a Yellow Belt PIP to reduce the vendor submittal process. The current review time for submittals is 44 days with a PIP goal to reduce the time to 20 days. This will shorten lead times of material needed on site and save us 225k over the next 7 years.

Developed and instituted a 6-month look ahead on all conduit fittings and tubing saving $120k over the next 5 years by reducing stock outs and freights charges.

Negotiated over $100k in savings on the procurement of structural hangars and supplies on a $2 million spend in 2012-2013. I located a more cost effective welded beam attachment with the same structural properties in lieu of using much larger I-beam attachments that were cumbersome and costly.

Assimilated data and market analysis in our extension of the Electrical contract used in our acquisition strategy. While doing so, data was gathered from various projects within Bechtel and a cost based analysis was done. Analysis results from our negotiation strategy saved the project over $ 1million per year over the next 5 years on a spend of $40 million.

Implemented the LAV cleanup of bulk items for C&I as materials appearing in BPS were inaccurate with incorrect drawings, documentation and quantities. This gives a clear picture of what is truly needed and will aide going forward in eliminating cost overruns and material being ordered that is not needed.

Mastered the key components and use of the valve, hangar bulk material access database which drives our FMR and material release process based on field and design engineering input. Upon learning this task I have the added responsibility for assuring that all piping, electrical and other bulk materials are in the supply chain process and meeting project delivery requirements. I am now able to prepare releases for all commodities on blanket purchase orders, along with the writing of FMR’s and SCN’s so items that are needed by the fabricators can move thru our supply chain within without disruption. This skill allows me to run a weekly valve, hangar query to identify all material recently added to the takeoffs that need to be ordered and adjusting quantities as needed based on future ROS dates and updating the buyer so as to leverage discounts and frt. terms.

For Q Unistrut Hardware I developed a detailed cross walk of manufacturer part numbers to Project stock codes to be used by the field when requesting the material in the future. This crosswalk allows for use of old CGD material and prevents duplication of effort going forward.

For Q unistrut I developed a list of items for Dubose to quote this material and the saving per item ranged from 35 to 50% and during 2014 there was approx. saving of $20,000. These unistrut items were bought thru a sub supplier that Bechtel is currently using to in the procurement of other “Q” hardware items. Also, in this process we shortened lead-times by 2-4 weeks.

The purchase order with our Electrical Supplier has a condition on buy back of bulk material based on category A thru D (A being no restock charge and D being 100% restock charge). In the beginning of 2012 there was $1,506,253.27 in Category C and D inventory based on the original design. Through persistent communication with Construction and Design Engineering, the team was able to identify $461,878.98 of this material that could be consumed in lieu of new stockcodes and the procurement of unnecessary items. The net reduction in Category C and D material is 31%

During my audit of the 2011 and 2012 rebates for Blanket Purchase Order it was noted that our current vendor had denied all rebates for 2013. However, after reviewing invoices and payment dates it was found that approximately $23,000.00 should have been paid. In late 2014 our Electrical Supplier agreed and issued a credit in the amount of $23,000.00

Thomas & Betts / Danaher Power Solutions, Richmond, VA 2004 – 2009

Senior Buyer-Overseas Sourcing

Providing leadership to the purchasing and logistics teams to support growth from a $54M business to a $100M+ business in 4 years.

Managed the $20 million annual electrical spend while achieving $700k in purchase price savings in 2008.

Worked with engineering on sourcing new prototype sheet metal and transformer designs resulting in saving of $200k in 2009.

Consolidate vendors from 10 sheet metal suppliers down to 4 which increased our ability to negotiate terms from 30 days to 60 days while netting a 2% cash discount on a $4 million dollar annual spend.

Consolidated electrical and electronic vendors from over 200 to 50 thus being able to change our terms from 30 days to 60 days which increased cash flow.

Developed cross-functional teams to analyze and select key suppliers. Utilization of strategic suppliers led to $500K in savings in 2009.

Led the implementation for e-procurement (Ariba) software system overseeing 16 reverse auctions which generated $600k in savings.

Developed and managed new supply sources in Asia, India and Germany for fabricated sheet metal components, fans, wire harnesses and current transformers which netted 100k in savings.

Participated on cross functional lean initiative team to drive stock out reduction by 60% through the implementation of increased kanban usage, VMI programs and stocking agreements with suppliers.

FSI INC., Ruther Glenn, VA 2004 - 2004

Purchasing and Subcontract Manager

Instituted policies and procedures to help the long term financial goals of the company.

Increased profits through consolidation of supplier resulting in a net 2% bottom line profit increase.

Shortened the turnaround time on invoices therefore being able to take advantage of cash discounts.

Negotiated better terms and conditions with our HVAC and plumbing distributors thru consolidation leading to extended payment terms while increasing cash flow.

Negotiate all payment terms with subcontractors while insuring the accuracy of all mechanical estimates leading to $150k in cost savings.

Responsible for material takeoffs for all project material.

Created an excel spreadsheet for subcontract payments which are still being used today which stopped the continual overpayment of negotiated bids.

Shapiro and Duncan, Rockville, MD. 2003 - 2003

Purchasing Manager

Centralized the procurement and invoice processing for a 40-million-dollar mechanical contractor.

Managed a team of 3 buyers including a warehouse staff of 5.

Procured all mechanical material in accordance with all specifications.

Found over 800k in over bills by supplier base.

Set up buying contracts with local suppliers and coordinated all deliveries with build schedule.

Setting up contracts in accordance FAR trade acts.

Encompass Mechanical, Richmond, VA 1999-2003

Director of Procurement and Sub-Contract Management

Providing direction to the purchasing and Project management teams to support revenues of over 100 million dollars.

Managed the mechanical spend of over 40 million dollars while netting a 5% savings on an annual basis.

Responsible for insuring the accuracy of all estimates including checking of specifications for all HVAC and Mechanic systems.

Wrote Policies and procedures manual for estimating and procurement departments centralizing both functions.

In 2002-2003 increased cash flow thru negotiation of better terms and conditions with vendors increasing bottom line profits by 2% equaling over $800,000 annually.

Wrote all subcontracts and awarded work based on scope and mechanical specification’s. This included the approval of submittals on an annual spend of $15 million.

Consolidate vendors as business grew to over $100 million dollars in 2002 including sheet metal vendors which saved over 200k in the same calendar year.

Setting up Far vendors for Government jobs and selecting MBE’s in accordance with policies and procedures allowing for compliance of our 20% contractual obligations.

R.E.Michel Co., Richmond, VA 1996-1999

Branch Manager

Led the management and sales team into new markets targeting sales facilities and apartments complexes.

Increased inventory turns from 3-8

Sales analysis and forecasting of inventory to meet increased sales demand during seasonal analysis.

Designing of residential HVAC and Hydronic boiler systems which increased total sales by 10% and bottom line from by 33%.

Call on new and existing Hvac customers which lead to sales of over 1 million dollars.

AES of Virginia (Carrier Air Conditioning), Richmond, VA. 1993-1996

Purchasing Manager

Oversaw the procurement and lead the sales team in efforts to increase sales from 20 million to over 40 million in 1996 while incorporating new products lines.

Managed a Spend of 15 million dollars of commercial and residential Hvac equipment up thru 200 tons.

Increased inventory turns from 4-7 which lead to increased cash flow.

Lead corporate buying teams to manage the flow of equipment mix throughout the 20+ multi branch operations.

Led our inventory team to 99.7% accuracy during inventory which was a result of instituting daily cycle counts.

Noland Company, Richmond, VA 1988-1993

Inventory Department Manager

Led the procurement team to a 95%+ fill rate while sales went from 18 million to over 25 million.

Responsible for $3M inventory multi-branch operation containing over twelve thousand line items.

Managed daily purchasing operation; negotiated pricing and terms.

Procured all HVAC and Mechanical plumbing items.

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