Nashville Metropolitan Area
A top-performing procurement professional with 12 years of experience in global supply management, strategic sourcing, supplier relations, and project management. Proven expertise in ground up pricing of strategic commodities consistently meeting organizational savings goals by +15%. Successfully managed multiple high-value portfolios and implemented procurement strategies to source, price, develop, and launch global products.
• Acted as the primary point of contact for launch program purchasing in Spring Hill, successfully meeting launch targets for Acura ZDX, Cadillac Vistiq, and Lyriq programs. • Created standardized SMT communication package to support buyers and executives in addressing supplier concerns regarding slow EV adoption. • Mentor fellow Assistant Program Purchasing Managers and SMT buyers, providing guidance and support while simultaneously leading supply chain initiatives as APPM. • Lead cost reduction workshop for optimizing CPU on current EV and next Gen vehicles which generating over 180 ideas and achieving a projected savings of $70 per vehicle. • Led S233 program to successfully achieve 100% production volume in 2024 without requiring overtime by proactively identifying at-risk suppliers and coordinating cross-functional teams to mitigate risks and ensure delivery. • Coordinated a supplier symposium to align on long-term strategy and execute short-term production goals. • Lead initiatives with plant support to ensured continuous supply of parts by establishing robust inventory banks for suppliers and the Americas to support the production of current internal ICE and EVs. • Ensured timely delivery of parts and that suppliers met Material Requirements Dates (MRDs) for all Cadillac products out of GM Spring Hill TN.
• Directly managed and mentored a team of 5 EV traction motor and Battery Management System component buyers. • Team leader responsible for 5B annually in direct material spend. • EV traction Motor subject-matter expert leading and executed commercial strategy & supported high visibility leadership meetings. • Developed and executed negotiation strategy that achieved $10M annual savings which exceeded target. • Tracked sourcing cost to budgets & executed several cost optimization/savings activities to meet/increase GM profitability.
• People leader of a team consisting of 6 group leaders (Salary) and 40 UAW production line workers. • Trained, and developed employees to effectively perform their jobs utilizing standardized methods. • Ensured all Quality gates adhered to all established quality standards and flawless execution of the GM Global Quality Manual. • Provided analysis of current and potential waste with recommendations that mitigated $1M in waste. • Promoted safe work practices and achieve objectives for ergonomics, health and safety and housekeeping. • Lead problem solving for first time quality (FTQ), Global audits, and top warranty items. • Refines and enhance products and processes by applying continues improvement and key lean manufacturing techniques to critical areas of production.
• Implemented Supplier Quality strategies; Followed procedures and initiatives to manage and review supplier APQP to successful PPAP approval. • Audited supplier’s manufacturing capabilities, available capacity, manufacturing processes, and quality procedures • Provided supplier with technical oversight and expertise in areas such as process development, PFMEA, Measurement Systems, Control Plans and Error Proofing • Initiated Part Modification Request (PMR) or Engineering Change Request (ECR) • Lead programs to improve processes, productivity and quality performance using tools such as VA/VE, and lean manufacturing.
• Initiated contracts with mutually beneficial suppliers by hosting costing workshops with suppliers to locate opportunities for better material pricing and evaluate cost breakdowns; teamed with the cost estimating and purchasing departments. • Achieved 1% YOY extra savings for contract extensions of 8 sub-components by gathering information from all stakeholders and proposing 3-yearly instead of yearly renewals. • Steered vehicle model cost analysis, tooling cost analysis, and led VA/VE activities to influence internal savings goals (4%). • Identified and determined supplier selection pool for platform model changes based on Quality, Cost, and Delivery (QCD). Total purchasing amounts: $245M in 2012, $296M in 2013, $245M in 2014, and $228M in 2015. • Negotiated Contracts, tooling cost, capacity commitments, price changes, packaging cost, yielding in over $6 million in saving for 2014