Procurement Manager

LINDA M. SPINELLI

708-***-**** mobile

***********@*****.***

QUALIFICATION SUMMARY

Procurement Manager with proven history of successfully leading projects from concept through customer acceptance including identifying business needs, technology options, estimating costs/duration and cost-benefit analysis for large system implementations ranging form $200K to $30M across functional business units with industry experience in construction, finance, technology implementation.

· Cross functional team leadership

· Program Budgeting and Control

· Engineering Development

· Customer Negotiating/Contracting

· Team Building/Problem solving

· Influencing

· Phase Gate Management

· Functional Integration

· Strategic Sourcing

PROFESSIONAL EXPERIENCE

Empire Today, Northlake, Illinois (2007-2008)

National Home Improvement Company – Tub liner division supporting nine markets in the United States

National Bath Product Manager

· Responsible for DMAIC Project execution and evaluation, identification of opportunities for critical DMAIC projects including kaizan events, develop requirements and recognition standards, external benchmarking to determine competition’s strength in Six Sigma Deployment.

· Coordinating projects; developing project charter, preliminary project scope statement and project management plans; monitoring and controlling project work and integrating change control processes.

· Planning, defining and verifying projects scope, creating work breakdown structures (WBS) using advanced MS-project skills; defining and sequencing activities; estimating resources and activity duration.

· Provided senior management with GAP analysis of business unit, outlining process and product improvements, resulting in lowering customer service complaints by 25%.

· Supervised staff of three on day-to-day activities of the Bath Products division supporting nine markets in the ordering process, product support, inventory management and installation processes.

· Interfaced with Process Improvement/IT to eliminate repetitive steps in processing orders resulting in time savings to the company by 20%.

· Worked with the outside vendors to improve product and procedures resulting in cost reductions and efficiencies that would be passed thru to the bottom line.

· Identified the need for continuing education of installation associates. Developed with outside vendor, senior installer courses and best practices, which would result in a decrease of installation issues and increased customer satisfaction.

Montalbano Homes, Oak Brook, Illinois (1997-2007)

A $200 million construction firm with operations in Illinois and Arizona, which targets the first time buyer, closing approximately 800 homes annually.

· Vice-President Purchasing

· Maintained hard costs under 3% on a yearly basis by aggressive negotiations and strategic planning.

· Responsible for successfully guiding purchasing team through 2001 ISO Certification process. Achieved first time ISO status.

· Saved 4% of hard costs annually through efficient selection and implementation of a cutting edge technology - digitized cost estimating system.

· Responsible for procuring products and subcontractor services in excess of $500M.

· Reduced costs by 15% by effectively negotiating National Purchasing Agreements.

· Saved $200,000 annually by negotiating yearly rebates and discounts.

· Decreased costs, identified and corrected potential problems by directing Value Engineering Team on new product development, engaged subcontractors and suppliers in the process.

· Direct interaction with all aspects of the company from feasibility through completion of development including financial reporting.

· Reduce staff from 12 to 9 utilizing Access program for input of costs into NewStar.

Sundance Homes, Schaumburg, Illinois (1987-1997)

A $350 million construction company that had operations in Chicago and the Suburbs targeting the first time buyer and move up buyers, closing 900 units annually.

Vice-President Purchasing

· Responsible for all contracting and procuring of labor and materials, scope of work specifications, house budgets, estimating, design review with architects, contract maintenance, negotiating and tracking of manufacturers and subcontractors rebates.

· Directed implementation of digital estimating system that produced cost savings of over 3% of an $80,000,000 budget.

· Developed, negotiated and supervised a joint venture with lumber and truss suppliers resulting in a 28% return on investment in volatile lumber market.

· Saved in excess of $250,000 for recurring repair charges by creating and implementing the “No Extra Contract” plan. Achieved and maintained an outstanding relationship with contractors which resulted in less than 1% turnover.

· Developed co-op advertising program that supported Sales effort. Designed training programs with suppliers to educate sale staff on features and benefits of products. Supported Sales staff with programs designed to encourage upgrades & increases revenue.

PREVIOUS EMPLOYMENT

Inland Property Management, Oak Brook, Illinois

Responsible for establishing centralized purchasing for 65 apartment complexes representing over 40,000 apartment units. Reduced costs by over 15% on appliances, carpeting, light fixtures, light bulbs, roofing and painting by negotiating national account contracts. Rehab and manage commercial office buildings in Oak Brook. Managed condo conversion and apartment complex rehabs.

PROFESSIONAL DEVELOPMENT

Residential Construction Employers Council - Vice-President - 1990-2007

Residential Construction Employers Council – Dinner Committee Chairperson – 1993-1997

Home Builders Association of Greater Chicago - Member

EDUCATION

PMI PMP Certification in Progress, Target December 2008

CMP Certification in Progress, Target 2009

Business Administration: Triton College – River Grove, Illinois

Chicago Deming Association – Six-Sigma/Lean Green Belt

OSHA – 10-Hour Certification Course

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