ROY C. KWENDE, EMBA

**** ******* **** **, ********, Texas 77407 / aduted@r.postjobfree.com / 832-***-**** com

PROFILE

A results-oriented Senior Manager with over 20 years of strong global leadership skills and proven track record of innovation, process excellence, best practices, and cost savings. Leader in the development and implementation of global organizational design, sourcing strategies, contract negotiations and bidding, spend analytics, supplier relationship, project management, financial planning and analysis, procurement policies and practices. Experienced in both domestic and International Management of engineering, procurement and construction (EPC) contracts and projects. of global business strategic management experience. Extensive emerging market/ supply chain knowledge with fabricator capabilities. Broad negotiating experience with keen ability to close deals, compel action, and/or settle disputes. Seeking a position where category management, strategic sourcing, procurement, supply chain management, spend analytics, project management, risk analysis, financial planning, communication, and administrative skills can be used to enhance operations and streamline procedures.

Excellent interpersonal, team building, conflict resolution, recruiting and staffing logistics, leadership and organizational skills. Strong written and oral communication skills. Ability to work under pressure and manage multiple work assignments. Flexible, with the ability to adjust to new technology and concepts.

Proficient in English, French, German, Dutch, and some Spanish. Advanced with over 20 years’ experience in Microsoft Office Word, Access, Excel, PowerPoint, WordPad, Outlook, Word Visio, Business Objects, SAP, S4 HANA, JDE, SAP Ariba, SAP FICO, Oracle, NOVEL, Lotus Notes, AWD, V-system, Agilenet Java, SharePoint, C++, Capex, CCH Research Solutions, and UNIX.

EXPERIENCE

AMAZON AIR (AVIATION) JAN 2021 – PRESENT

Regional Program Director – Supply Chain Management - GSE, ULD, and Aircraft

Category Management and Product Development (Supply Chain)

Leads and promotes the 6-Step Category Management Process (End to End RFP process), to support sales and share growth while delivering leveraged gross profit growth leading to an average cost savings of 15% ($1.5M) per category, annually for global fleet and Aviation sourcing.

Collects and synthesizes over 1000 insights quarterly from different sources (for example: supplier, market, NPD, etc.) to develop category strategies while also taking appropriate action to develop a relevant national, regional, and local assortment of direct and indirect spend stabilizing and increasing the taxonomy by over $10M in 1 year for global fleet and aviation.

Collaborates and aligns with over 2000 Sourcing partners (manufacturing, automotive, retail), on the most effective sourcing approach in an effort to standardize processes and procedures nationally and internationally.

Leads category management activity for the business center to ensure categories remain on activation timelines improving lead times by 60% and standardizing cost savings to 10% - 15% after end to end RFP process and contract negotiations.

Team Management and Direct Report Development

Leads and develops the culture of an empowered team that is aligned to achieving goals through cross-functional and direct engagement increasing productivity by 60%.

Leverages the Amazon Global fleet and Aviation sourcing career development roadmap as a guide and coaches direct reports through their CMP and individual development plan (IDP).

Consistently embraces change, leads efforts to role model change and its benefits.

Creates an environment that welcomes regular, open two-way communication and acts upon feedback

Financial Management and Accountability

Analyze weekly/monthly finance reports to appraise case sales and gross profit performance utilizing internal and external analytic resources to conduct deep dives saving an average of $2M quarterly from recuperated spend in Global fleet and Aviation organization.

Determine root causes and develop action plans to mitigate losses in share or negative trends; prepare executive summaries to share best practices and standardize processes and procedures.

Manages a profit and loss (P&L) ledger with an annual operating budget greater than $100million.

Experience developing and implementing strategic road maps, goals and/or objectives while diagnosing, isolating, and resolving complex issues, recommending and implementing strategies to resolve these issues in Global Fleet and Aviation organization.

Over 5 years of experience contributing to positive financial decisions in a cross-functional leadership workplace resulting in net positive 15% growth on annual revenue.

Product and Pricing Management

Develops pricing strategy to drive market share and incremental profit opportunities while remaining market relevant for all products and benefits for Amazon Air.

Manages transfer cost for products including fleet and aircraft, in assigned categories, standardizing the taxonomy of direct and indirect spend.

Cultivates open communication with Sourcing to understand supplier cost changes and how they can be leveraged to drive incremental profit opportunities.

Supplier Management

Conduct supplier and category business reviews in a prioritized cadence supported by standard reports utilizing internal sales and NPD data and other sources

Monitor supplier service levels and prioritize action plans to drive results and a differentiated response for Amazon Air.

Create environment which fosters mutual market share growth, innovation, greater productivity, issue resolution in alignment with the field and industry.

Works with Supplier Relationship Management team to develop plans for better supplier engagement and execution on strategic objectives for improvement

Influences sales and category focus for growing Amazon Air brand volume with supplier partners

Engage supplier broker networks for additional resources to enable field execution and training.

Digital Merchandising (Accountable)

Obtaining product attribution within assigned business center– create, read, update and delete attributes of a defined attribute group.

Ensures all items within the assortment meet current image standards to enable an acceptable customer digital experience

Collection and maintain of free text attributes (manufacturing method, MFG date, shelf life, storage) to comply with FAA features and benefits structure.

Rich Content (certifications, PDF, coupons, recipes, videos, offers) – leverage suppliers and lead the collection and support of technology enabled rich content sharing

Customer Engagement

Proactively collect market, OpCo and customer feedback and weave into our assortment for go to market strategies;

Ensures the customer is considered in our decision making

Supports Amazon Air National Account division with market guidance, product knowledge, to qualified customer presentations

WEATHERFORD (OIL & GAS) JAN 2017 – JAN 2021

Interim Sr. Director - Global Category Management & Strategic Sourcing SEP 2019 – JAN 2021

Led 6 different projects in the global transformation process in identifying and implementing cross-functional synergies, improvements, and cost savings targets by Increasing productivity over 6% and improving safety over 10%, through process flow redesign (end to end RFP process), purchasing of capital assets to automate processes, using contingent workforce during peak period which minimizes labour costs.

Saved over $25 million on an annual budget of over $450 million leading the largest division in the U.S. which is made up of over 5 business units, plants, and Distribution centres.

Supported a category management team that helped garner savings of over 15% on an external spend portfolio of over $600M which includes G&A initiatives and others using JDE & SAP/S4 HANA to pull and analyse the data for accurate results.

Led assigned portfolio of categories to include down hole and surface equipment, machining, raw materials, MRO, and manufacturing to deliver key category performance objectives including: Annual cost savings, supplier rationalization, spend under master agreement, supplier performance, supply chain risk management and new product introductions while aligning sourcing processes and personnel to efficiently support overall WFT global procurement needs.

Saved over $10 million annually by managing projects in areas of process flow improvements, repurposing of capital assets, customer initiatives, inventory management, downhole and surface equipment, raw materials, manufacturing, fleet (automotive and machinery), MRO, and compliance challenges.

Led a team of direct and indirect spend through the transformational process and creation of sustainable process (end to end RFP process and contract negotiations), to create value and achieve profitability using the Lean Methodology thus increasing the company portfolio by 5% annually.

Align processes with S&OP to support long term capital and product supply decisions and develop long term supply planning opportunities for strategic investment utilizing recommendations from network optimization which yielded in a 20% cost savings across the board and the creation of new cost savings opportunities.

Budget management for categories under management – and for procurement itself

Development of benchmarks and scorecards to be used for continuous improvement through review of contracts.

Building a Procurement Center of Excellence (CoE) to help transform Procurement, and support broader transformation of the value chain and the enterprise.

Sr. Global Supply Chain Manager (Global Category Management & Strategic Sourcing) JAN 2017 – SEP 2019

Improved on-time plant and business unit delivery by more than 6% by instituting a delivery schedule, reducing operational delays by reengineering loading and dispatch processes, and implementing a TMS (transportation management system) with more sophisticated routing algorithms using SAP/S4HANA to accomplish results.

Developed and drove 3 to 5-year global sourcing strategies (end to end RFP initiatives, contract negotiations, and implementation plans), focused on identifying and contracting with suppliers that meet key business needs and the category management goals resulting in over $40 million in actual savings.

Developed strong partnership with Supply Chain and Commercial stakeholders.

Drove excellence in inventory management to achieve best in class inventory management and closely collaborate with the Advanced Planning.

Bring the external perspective on Supply Chain to help us to deliver our vision of becoming a leading Supply Chain organization in the industry.

Routinely support the Mergers & Acquisitions group as the lead Procurement professional (direct and indirect)

EMS USA (OIL & GAS SVCS) OCT 2012 – DEC 2016

Interim Director – Global Direct Spend, (Capital Projects) - Supply Chain JAN 2014 – DEC 2016

Strategic management and control of professional services, direct and indirect materials, and equipment spend of over $300M (e.g., Chemicals (liquid fuel – gasoline, diesel oil, petrol, biodiesel, kerosene, hydrocarbon, ammonium, hydrochloric acid, road and industrial asphalt, liquid and solid metals, gases...), advisory and management consulting services, HR, Finance, Information Technology, Logistics, MRO, PVF, small tools, aggregates, yellow iron, plastics, polyethylene, bronze, carbon, aluminium, heavy/light duty fleet (automotives), etc.) by utilizing a proven sourcing process ( end to end RFP process. Contract negotiations/bidding), that engages stakeholders, aligns business objectives, and ensures supply continuity for product development budget, and prioritizing projects that drive innovation.

Led cross-functional teams to commercialize six highly-profitable new products, generating $1.4MM that differentiated the portfolio and drove traffic to improve the retail of company products.

Developed and led annual cost savings programs using SAP/ARIBA, that directly affected company financials (spend, POs, credit, AP, AR) and growth plans and generate progressive year over year cost reductions for all categories which included Downhole and surface equipment, MRO, Manufacturing, raw materials, and professional services.

Performed proposal analysis, including price analysis, “should cost” modelling, benchmarking, end to end RFP process, contract review/audits, purchase orders etc. and developed cost targets for negotiations, negotiation strategy, and develop and negotiate supply agreements.

Led supplier selection processes, qualification of alternative sources, supply base rationalization programs, and other relevant strategies to optimize the supply base.

Creation and improvement of best-practice based processes (e.g., leadership of high-value/strategic sourcing efforts)

Management of procurement staff in (and across) sourcing, contracting, transactional purchasing, supplier management, and miscellaneous internal procurement support activities.

Created a talent management process in coordination with HR to ensure that the right resources are in place.

Managed the skills and competency development of procurement staff, including training development and knowledge management capabilities.

Leadership of cross-functional teaming across other business functions and initiatives

Sr. Global Category Manager, (Capital Projects) - Supply Chain OCT 2012 – JAN 2014

Responsible for global procurement of capital & resale equipment, goods and services, warehousing and transportation totalling $1.8 billion in spend.

Supported 60+ manufacturing plants, research facilities and engineering sites generating over $10 million annually in revenues.

Businesses supported include MPD, Weatherford Process Solutions, Fluorine Products, Resins & Chemicals, and Specialty Products (inclusive of Electronic and raw Materials).

Lead a global team of 90+ professionals with offices worldwide (direct and indirect materials).

Business scope includes approximately 6000 suppliers, 2500 qualified contractors, 200 transportation carriers and about 500K procurement transactions annually.

Created the vision and implemented organization design of global procurement by commodity alignment with a business interface (RFP process), to maximize savings and functional efficiencies resulting in about 20% cost savings across all categories.

Created and implemented a supplier quality process which includes pre-qualification, evaluation, monitoring, feedback and recognition.

BAKER HUGHES INCORPORATED (BHGE) - OCT 2010 – SEPT 2012

Global Category Manager, Supply Chain Sourcing and Procurement

Developed and implemented category management strategies utilizing a Total Cost of Ownership (TCO) approach to increase market competitiveness and sustain ongoing category improvements which helped generate a 10.1% sales increase and11% gross margin increase for several categories while material and product count decreased 17.6%.

Created new innovative strategic partnerships to accelerate growth and gain market share with key industry leading companies and over 200 external business partners.

Ensured the management of a cross-functional team project focused on the elimination of inventory that was at-risk in the ecosystem which helped reduce over $50M in inventory in 2012 and rolled-out a program to prevent future inventory build-up.

Managed over $145MM retail portfolio of company's flagship products, short-term and long-term initiatives which included motors, blowout preventers (BOP), heavy duty fleet, pipe, valves, and fittings (PVF).

Effectively managed complex projects including: LOB expectations, leadership involvement, internal/ external communications, deliverable(s) timing, and executive reporting.

Partner closely with our internal legal, risk and finance teams towards the successful completion of integrate negotiations and initiatives when dealing with suppliers and vendors with a rate of completion of over 85%.

Developed a contractor qualification program which includes annual safety, insurance and commercial reviews.

Developed, staffed and implemented an emerging market sourcing strategy in 2010, initially focused on vessels and modular skids. In 2011, expanded the effort to include SE Asia for "no China" customers and extended the purchasing strategies to include additional equipment.

Led a team from east to west, nationally sourcing a project of $150 million in fabricated equipment for capital and resale projects through a well executed sourcing process (RFP process and contract negotiations).

TMG BUSINESS MANAGEMENT SOLUTIONS. JAN. 2007 - OCT. 2010

Sr. Finance Manager, FP&A (Supply Chain) Aug 2008 – Oct 2010

Developed and monitor appropriate metrics and dashboards used across Supply Chain, Category Management, Finance, Sales & Marketing, and Operations, and play a key role in setting goals based on past performance and resources available for continuous improvement in key areas such as procurement, logistics, sales and working capital management, among others.

Supported STRAP, AOP, forecasting, and capital planning processes while providing standardized weekly, monthly and quarterly reporting to sales management, business segments, and senior management using CAPM.

Supported reporting of the financial statements along with variance and risk reporting (P&L, Balance Sheet & income statement) in conjunction with the segment and based on reporting provided by accounting functions.

Built understanding of complex issues using rigorous analytical models and approaches (RFx process and contract negotiation/bidding), for evaluating business opportunities, resource allocation decisions and productivity initiatives (pricing, quotes, modelling).

Supported delivery of key Controls metrics as impacted by customer activity and segment commercial decisions (AR / AP / customer T&Cs).

Sr. Business Development Manager – Supply Chain Jan 2007 – Aug 2008

Regularly conducted sophisticated analysis on both the marketplace and suppliers within assigned categories of spend and credit and leveraged this information with internal clients in developing sourcing solutions that maximized total value by over 35% in increased revenue.

Drove simplification & stewardship during quoting & ITO phase of contracting relationships with customers and served as point person for non-standard terms & conditions resolution processes.

Developed relationships w/ distributed sales force, built processes to consistently measure market visibility & penetration, and partnered with field sales team to drive share increase & profitable growth by over 16%.

Resolved vendor or contractor grievances and claims against suppliers as well as reviewed purchase order claims and contracts for conformance to company policy reducing risk by over 60%.

Developed and presented over 50 multi-media presentations to C-level prospects, resulting in 20 new accounts within one-year totalling $2.5 million in new revenues.

PRECISION DRILLING MAY 2002- DEC 2006

Lead Finance Business Analyst – Supply Chain MAY 2003 – DEC 2006

Analysed, managed, and prepared purchase orders and new price models for company/clients work orders/job orders using Visual software and SAP. Some clients included Bakers Hughes, National Oilwell Varco and British Petroleum (BP).

Grew direct materials category from $30M to $210M, catapulting the company to the #1 distributor in the category by aggressively targeting customers, listening to their needs, running RFx and conducting contract negotiations), and forging strong partnerships with direct materials suppliers and customers alike.

Directly contributed to 23% CAGR (compounded annual growth rate) above industry average.

Managed inventory and planning for product lines encompassing 65% of the company's revenue.

Took on problematic categories, driving solutions and coaching product managers to execute tasks in a timely, efficient, and quality-oriented manner increasing productivity by over 70%.

RFP preparation, supplier selection and lead negotiations which Increased year over year sales by over 9% while increasing profit margin 6.5% through coordination of new promotions, and market segmentation.

Intern - Finance Analyst – Supply Chain MAY 2002 – MAY 2003

Developed and documented procurement policies, processes, procedures and best practices while preparing RFPs, and facilitated supplier selection and contract negotiations by creating templates to reduce amount of time required by both the procurement and legal departments in contract review.

Introduced cost saving initiatives which resulted in over a million ($1MM) in savings annually for 2 years in a row while managing relationships with over 50 vendors covering over 14 categories, over 500 products and $50 million in sales.

Managed strategic gas branding project encompassing planning, communication, permitting, zoning, design, construction and inspection. The conversion resulted in a 20% increase in margin.

EDUCATION

Master of Business Administration (Corporate Strategy Finance/Management Information Systems) - December 2010

Texas Southern University, Houston Texas GPA: Magna Cum Laude 3.89/4.00

Master of Business Administration (Supply Chain Management – Sourcing & Procurement) - December 2008

University of Houston, Houston Texas GPA: Magna Cum Laude 3.70/4.00

B.B.A. in Management- May 2005

Texas Southern University, Houston, Texas GPA: Cum Laude 3.65/4.00

B.B.A. in Accounting - May 2005

Texas Southern University, Houston, Texas GPA: Cum Laude 3.45/4.00

ASSOCIATIONS

National Accounting Association - 2003 - present

Students in Free Enterprise (SIFE) – 2004 - Present

Society of Human Resource Management - 2008 – Present

Chamber of Commerce 2006 – Present

Council of Supply Chain Management Professionals (CSCMP)

NMSDC (National Minority Supplier Diversity Council)

American Production and Inventory Control Society (APICS)

Institute for Supply Management (ISM)

International Society of Six Sigma Professionals

Texas Diversity Council

Business Professionals of America

National Small Business Association

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