Global Procurement, Sourcing and Supply Chain Management Professional

Global Procurement, Strategic Sourcing & Supply Chain Management Executive

Nabil A. Signora

*** *********, ********** *****, ** 48304/ ********@*****.***

Cell: 248-***-****

Rich mix of strategic global procurement sourcing strategies, business development, operations, finance and process improvement that delivers sustainable and consistent cost savings, cost avoidance and cost reductions programs that meet financial goals, objectives and priorities. Diversely experienced in refining process improvements, metrics and reporting for all areas of procurement, outsourcing, strategic sourcing, contract and supplier management. Leverage expertise and insights to team empowerment that drives organizational improvements and instills best practices. Dynamic leadership and business acumen to produce extraordinary results.

AREAS OF EXPERTISE

Strategic Planning

Strategic Sourcing

Spend Analysis

Spend Management

Problem Resolution

Commodity Management

Cost and Financial Accounting

Critical Analysis

Cost Efficiency

Negotiation

EXPERIENCE & ACHIEVEMENTS

American Axle & Manufacturing, Inc. Detroit, MI (2003-2008)

Three billion-dollar global Tier 1 automotive supplier to global OEM (GM, Chrysler, Nissan, Audi, Ssangyong) in North & South America, Europe, & Asia-Pacific

Executive Manager, Global Procurement, Sourcing & Supply Chain Management

Managed, challenged and directed a global team of 40 sourcing/procurement professionals in North America (US, Mexico), South America (Brazil), China and Europe (Poland & Germany)for the Strategic Global Sourcing of $700M in annual spend to procure Industrial, Professional and Business Services and achieved an annual cost savings and avoidance of $7.0M.

Strategic, Tactical and Cost Improvements:

•Developed and implemented sourcing strategies and recommendations for new and current suppliers and improved existing arrangements to achieve business objectives and lowest total cost of ownership in a variety of expense/spend categories and positively impacted annual financial performance by realizing an average of 15% year-to-year cost reduction.

•Benchmarked existing good/service purchasing and improved supplier quality, cost, availability, technical innovation, market time, and service performance.

•Developed and implemented a commodity database, covering key suppliers, purchases, and sourcing policies to ensure understanding of the ongoing sourcing environment.

•Introduced and expanded a Purchasing Card program and reduced non-value added transaction processing by 30% at an annual cost savings of $2.0M.

•Rationalized and reduced supply base by 32%, determined and implemented use of appropriate number of suppliers for any individual commodity or service.

•Integrated supplier performance and review processes and developed commodity strategies to improve overall supplier scorecard performance to ensure a 10% year-to-year cost improvements.

•Expanded and managed minority diversity purchasing policies and programs and increased minority supplier participation and share of the spend while reducing overall costs by 30%.

•Developed, implemented and managed a transportation policy and leasing programs improving safety, reliability, delivery, and overall annual spend reduction of 15%.

•Developed and implemented energy sourcing and hedging practices in the face of rising commodity prices that saved the company $5.0M over a three year period.

Policy and Procedures Improvements:

•Regularly reviewed procurement policies and processes to identify areas of improvement.

•Oversaw and enforced compliance with procurement policies and procedures.

•Oversaw and lead all SOX compliance and audit activities within the procurement area.

Project Management Improvements:

•Facilitated the procurement organizations’ ability to manage projects to strategic plans, specifications and cost parameters on a timely basis.

•Developed and drove process improvements (continuous improvement) activities to reduce costs and increase efficiency.

•Provided an understanding of industry best practices and technology trends to team members and business partners.

Skills, Proficiency & Efficiency Improvements:

•Led the development and implementation of enabling technology for procurement process, including a technology roadmap.

•Created and deployed actionable metrics and reports to support management information and reporting requirements.

•Managed, developed and/or provided guidance to staff.

•Drove efficiencies and savings throughout the Procurement organization.

•Developed and implemented commodity strategies that can be leveraged across multiple sites and which supported department objectives for quality, schedule, cost, and supplier development.

•Developed and implemented contract management strategies, provided leadership in source selection, contract negotiation and administration of multi-year supply agreements.

•Managed a strategy for the planning, procurement, and management of purchased materials and services resulting in supplier partnership programs.

•Developed and managed risk management strategies to ensure ongoing operations within the business.

•Negotiated and led contract negotiations as well as monitored contract compliance to optimize contractual obligations.

Chemico Systems/Pro-Sol, Inc. Birmingham, MI (2001-2002)

A $26.0M minority owned manufacturer of specialty chemicals to OEM in Detroit (GM, Chrysler, Ford)

Controller/CFO

Recruited for this assignment to assume key role in building a solid accounting and finance infrastructure to position the company for profitability and growth. Directed and managed general accounting, cash management, financial and tax reporting, banking relations, credit and collections, data processing, employee benefits, and administration. Managed and developed staff.

Financial & Operational Skills:

•Designed, developed and implemented a standard cost accounting system and improved operating margins by 30% through more efficient use of resources.

•Implemented annual budgeting, cash planning and forecasting management processes and reduced dependency on short term borrowing.

•Negotiated small business loans, restructured financing agreements resulting in basis point reductions.

•Developed production strategies, analyzed sales mix and inventory and revamped purchasing practices that led to a 20% price reduction and more favorable payment terms.

•Designed executive and management reporting systems and tailored financial operating reporting system to meet corporate requirement.

•Cut receivable write-offs $50K by developing credit extension policies, instituting aggressive collection strategies and establishing constructive dialogue with delinquent accounts.

U S Tools & Supply Company, Plymouth, MI (1999-2001)

A $16.0M manufacturer and supplier of electrical power riveting and welding tools to the aerospace and aviation industry in the US and Canada (Boeing, Bombardier, Cessna, Gulfstream)

Controller

Appointed to the executive team of this privately owned company. Accountable for strategic planning, development and leadership of entire finance function. Recruited, developed and managed a team of 7 support staff.

Financial & Operational Skills:

•Managed and led the timely completion of the month-end financial close, prepared and presented post closing financial analysis, performance reports and commentary.

•Led and supervised account reconciliation, posting of journal entries and maintained relevant schedules.

•Directed, coordinated, and analytically reviewed the annual operating budget and assumptions and strengthened accountability by partnering with senior-level department managers.

•Led the analysis of product standard costs to ensure agreement with budget and implemented corrective actions to protect margins.

•Initiated strategies and led internal teams to identify cost reduction and process improvement initiatives.

•Managed and supervised inventory cycle counts and annual physical inventory reconciliation and minimization of obsolete and non-moving inventory items.

Lucas Varity Automotive, Brighton, MI (1993-1999)

•General Foreman (1997-1999).

•Quality Engineering Technician (1996-1997).

•Senior Plant Accountant (1994-1996).

•General Ledger Accountant (1993-1994).

Illini Swallow Lines/Parkhill Tours, Inc. (1979-1992)

•General Manager (1985-1992).

•Corporate Controller (1981-1985).

•Senior Corporate Accountant (1979-1981).

Education History

Walsh College, Troy, MI

•MBA, International Business – May 2010.

•Master of Science in Finance.

Illinois State University, Normal, IL

•BS - Business Administration: Accounting & Management.

Computer Skills

•Microsoft Excel, Word, Power Point, Visio, Oracle 11i, e-Auctions, iProcurement, iSourcing, DBI.

Language Skills

•English, Arabic, French, and Spanish.

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