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Responsible for the planning and purchasing of direct and indirect materials for this $600 million company that manufactures ready-to-assemble (RTA) and pre-assembled kitchen and bath cabinets as well as home office workstations, entertainment centers and various storage/utility products. Establish and implement purchasing, sourcing and planning strategies that reduce total supply chain costs and enhance efficiencies. Develop and implement aggressive material and inventory reduction targets that deliver bottom line financial results while ensuring quality and delivery, and providing optimum leverage for the best balance between single and multi sources of supply. Interface regularly with the Masco purchasing organization to identify group collaborative opportunities to maximize synergies through supplier consolidation and strategic sourcing initiatives, ensuring the lowest total cost while maintaining continuity of supply, quality and service. Actively participate on all new product development teams, fulfilling their purchasing related requirements and needs in a timely and cost effective manner.

- Implemented cost reduction initiatives and enhanced supplier payment terms resulting in >4% savings in 2003 and identified cost effective sources in Asia for several components currently manufactured in house.

- Led the Masco Cabinet Group contract negotiations and strategic supplier initiatives for particleboard, a key commodity (27% of total annual spend dollars for direct material) for Mill's Pride.

- Reduced direct material inventory (total $'s) by 17% and identified further initiatives for consignment and VMI.

- Reduced supplier dollar charge-backs for quality discrepant direct material by > 25%.

Responsible for establishing and developing supplier and manufacturing based initiatives to drive synergy savings in accordance with the corporation's three-year objective, including the closure of two former B&D manufacturing facilities and the re-sourcing of products and components into the corporate owned manufacturing operations in China . Establish and lead corporate-wide initiatives associated with $750 million in annual sales, that provide for continuous annual productivity savings, lead-time reductions, increased supplier service levels, lower inventory levels and enhanced supplier quality levels. Develop strategic supplier relationships potentially resulting in alliances and JVs. Establish and incorporate product and component make vs. buy opportunities. Select sources to develop and manufacture new products and components while over-seeing the associated product development process. Managed the inventory control and production planning functions for all products within the corporation's product portfolio for a period of nearly three years.


- Exceeded the corporation's $46 million synergy savings objective of which 87% was based on manufacturing, sourcing and material savings.

- Realized material productivity savings of >5% on a total annual spend of approximately $275 million in raw material, components and finished products during the past three years while experiencing continuous improvement in on-time delivery performance and reduction in inventory levels.

- Established a new Far Eastern Sourcing office based in Hong Kong with direct line reporting responsibility ensuring compliance with all applicable Customs, tax and legal objectives.

- Led one of eight corporate policy deployment teams surpassing both the objective and the allotted timeframe.

Recruited by the company to assume responsibility for purchasing all sourced products associated with $550 million in annual sales. Specifically, supervise staff engaged in supporting new product development, with dotted-line responsibility over the purchasing organizations at ISO9002 certified plants in Mexico , North Carolina and Malaysia . Liaison to the corporation's Global Purchasing Asia organization in specifying contract terms and planning logistical aspects associated with sourced products to achieve desired cost, quality and service standards.

- Developed a long-range strategic plan, key elements of which included steps for reducing inventory levels; developing metrics to enhance on-time delivery and supply chain responsiveness; improving supplier quality levels and reducing material costs.

- Implemented supplier rationalization program for OEM sourced product suppliers resulting in > 5% annualized savings and achieved annual material productivity savings at the mfg. plants in the range of 5.9% to 6.4%.

- Improved supplier on-time delivery performance by an average of 25%; obtained a total plant average of 29 RIP inventory turns through utilization of consignment, Kanban and Kaizen principles; decreased PPM's on incoming materials/components by 33%.

Directed all functions associated with Production Control, Inventory Control, Material Handling, Material Storerooms and Shipping, contributing to a $550 million sales plan supported by 115 personnel.

- Implemented cycle time reductions and JIT approaches, as well as inventory management procedures that reduced gross inventory by $72 million; achieved a 56% reduction in aged and discrepant WIP.

- Led a cross-functional team in analyzing bills of materials for commercial engine programs, resulting in lead-time reductions of 33%.

Manager of Materials Management (1989 – 1990)

- Managed 30 personnel in overseeing Master Scheduling, Bill of Material, Purchasing Material Requirements Planning, Manufacturing Requirements Planning and Allocation, and Inventory Planning functions supporting more than $900 million in annual revenues. Played a major role in developing sales plans, working with Program, Operations and Financial management; oversaw an MRP system and coordinated EC activities.

Manager of Production Scheduling and Allocation (1988 – 1989)

Manager of Production Allocation Control (1987 – 1988)

Program Operations Manager of Military Spare Parts (1986 – 1987)

Began as a Manufacturing Management Program (MMP) participant, completing assignments in three GE business units before being promoted into increasingly higher responsible positions in purchasing, production planning and analysis, production control and manufacturing operations.

BS BS Management Engineering      2005
Worcester Polytechnic Institute     Worcester, MA