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Click here or scroll down to respond to this candidateCandidate's Name
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EXECUTIVE SUMMARY Senior Global Supply Chain Operations Executive
bringing a successful track record of streamlining end-to-end supply chains for business
growth and competitive advantage of global organizations. Expertise in reducing waste,
financial management, customer service, inventory control, lean processes, strategy, cost
reduction, and building, mentoring and leading world-class international teams.
PROFESSIONAL EXPERIENCE AND SELECTED ACCOMPLISHMENTS
2016 Current
GARTNER, INC- Cleveland OH
Leading research and advisory company.
Leadership Partner, Supply Chain
Responsible for developing and delivering supply chain strategy in large scale businesses.
Succeeded in new contract renewals of 83% year over year.
Grew new account contract values by more than $750,000 within 18 months.
Drove value creation across 25 accounts generating over $14 million in savings per year
across end to end supply chains.
Achieved over 95% compliance in sales and customer satisfaction scores.
EXPERIS, Houston TX 2016
Senior Consultant, Supply Chain Transformation
Responsible for working with Fortune 500 organizations to realize a competitive advantage
through end to end supply chain redesign and transformation.
Led and managed the seven-month transformation of a Fortune 70 Company to
streamline the end to end supply chain on a breakthrough new product line.
Increased speed to market by three months, reducing material costs by 45% and
increasing margins 30%, while saving $400,000.
Created more than 15 new sources of supply lowering materials costs more than
$800,000 within four months.
Installed metrics to accelerate decision making and created the monthly/quarterly S&OP
process, improving on time shipment of orders to 99%.
CLOUGH LIMITED Perth W A Australia 2013 2015
Global Vice President, Supply Chain
Led team of more than 100 directing $900 million, supply chain activities for 20 global
locations. Served as member of Operations Executive Committee charged with improving
safety, quality, scheduling, costs and facilities
Initiated global supply chain strategy and vision through 2019 receiving board approval
in 90 days.
Tracked two years of Improvement with increased service levels by 20%, end to end
costs by 7% as well as cash flow.
Managed the conversion of the entire Business Process of Purchase to Pay within seven
months.
Led company-wide transformation of strategic sourcing focusing on value creation and
development of Supply Chain Centre saving $20 million.
DRIVING COMPETITIVE ADVANTAGE THROUGH END-TO-END SUPPLY CHAIN LEADERSHIP.
Candidate's Name Page 2
WOODSIDE ENERGY, LTD. Perth WA Australia 2010 2013
Global General Manager, Supply Chain / Materials Management
Responsible for providing corporate-wide oversight for end-to-end materials and supply
chain management. Directed team of 150+ with seven direct reports and five indirect.
Managed operational spend of $125 million and total procurement of $2.8 billion across
12 strategic categories of direct and indirect materials and services.
Led global team of 200+ in 2010 $25 million-funded company-wide transformation of
materials management to Lean principles; generated $50 million in savings.
Installed new SAP WMS in all warehouses across Australia improving accuracy by 75%
and productivity by 9%.
Introduced a hierarchy of metrics demonstrated for three years on continuous
improvement in procurement, demand accuracy, service, inventory and costs.
Championed skills advancement of second tier team leaders through education, training,
competencies and delivery of results.
Spearheaded distribution network optimization project that delivered $30 million
additional savings over three years.
2007 2009
CELANESE INTERNATIONAL CORPORATION, Dallas TX
Senior Vice President, Supply Management
Chief Procurement Officer of corporation reporting to the CEO with regional offices in Dallas,
Texas, Frankfort, Germany and Shanghai, China. Managed an internationally diverse group
of 190 worldwide, with seven direct reports and $4.5 billion in annual spend.
Infused organization with a vision of leadership revamping; added five high potential
professionals and three new global positions in Logistics, MRO and Capital Projects.
Instituted new and compliant sourcing models, saving $45 million in 2007 and 2008;
reduced shared service costs $2.7 million in ten months.
Led and managed the movement to SAP transactional efficiency process improvements
within purchasing and accounts payable.
Recruited nine global professionals in Shanghai China establishing low-cost country
sourcing routines which saved $5 million in first seven months.
Revamped broken and complex purchase-to-pay process in 35+ locations globally.
Designed and installed balanced scorecards and global metrics to align savings and key
projects with business line presidents.
2004 2006
SYMRISE, INC., Teterboro NJ
Chief Operating Officer, North America
Reduced strategic raw material costs 4% in nine months through Asian sourcing.
Served as the owner of the conversion to SAP across manufacturing, material
management, customer service, order management and WMS/Transport
Consolidated food manufacturing operations capturing $5 million in first year savings.
Assembled global account teams for strategic accounts, driving sales and profits 12%.
Executed culture turnaround in eleven months, focusing on Lean supply chain and top-
line growth.
2001 2004
PACTIV CORPORATION - Lake Forest IL
Vice President, Logistics and Supply Chain
Reduced total delivered costs $19 million in first 18 months.
Improved corporate EPS and instituted Six Sigma system wide.
Lowered inventory/working capital 9% in first nine months, installed SAP/Manugistics
platforms across operations.
Candidate's Name Page 3
Propelled customer service levels from 97.0% to 98.6% by introducing world-class sales
and operations planning processes supporting retail markets.
Revamped entire customer service/order policies, reducing cycle times by one day and
increasing shipment accuracy by 25%.
Introduced supply chain cost of poor quality via Six Sigma and Lean methods, improving
results 40% by eliminating logistics defects.
1982 2001
THE SHERWIN-WILLIAMS COMPANY, Cleveland OH
(1999 2001)
Group Vice President, Operations and Supply Chain
(1998 1999)
Group Vice President, Supply Chain Management
(1996 1998)
President and G.M., Transportation Services Div.
(1993 1996)
Regional Vice President, Manufacturing, Coatings Div.
(1992 1993)
Senior Director, Product and Materials Mgmt.
(1987 1992)
Vice President, Sales, Transportation Services Div.
(1983 1987)
Plant Manager, Consumer Division
(1982 1983)
Director of Accounting, Consumer Division
EDUCATION
BALDWIN WALLACE UNIVERSITY, Berea OH
MBA, Concentration in Strategic Operations Management 1985
DAVID N. MYERS UNIVERSITY, Cleveland, OH
BA, Concentration in Accounting 1976
CERTIFICATIONS & PROFESSIONAL AFFILIATIONS
Certified Professional Purchasing Manager (CPPM)
Six Sigma, Green Belt
Lean Manufacturing Certification
Former MemberAPICS (American Production and Inventory Control Society)
Former MemberCIPS Australia Fellow level member
MemberWERC (Warehousing Education and Research Council)
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