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14050 Running Springs Place, NE Bainbridge Island, WA 98110 206.465.

3899 EXECUTIVE SUMMARY - LEAN SUPPLY MANAGEMENT Total Cost of Ownership (TCO) / Toyota Way - Lean Process Improvement / Strategi c Sourcing / Corporate Social Responsibility (CSR) / Sustainable Operations / Pe rformance Metrics / Change Management / Organizational Development / Consensus B uilding / Vendor Management / Six Sigma / Staff Development - Advancement / E-Lo gistics / Procurement / Purchasing / Outsourcing / Multi-Site Directed supply management transitions for small and large companies in highly c ompetitive and rapidly changing environments. Increased efficiency and productiv ity using Toyota Way / Lean and CSR principles and problem solving processes. Si gnificantly lowered purchasing costs through the application of total cost of ow nership (TCO) for Alaska Airlines, Starbucks/Seattle's Best Coffee, Amazon.com & UW. SELECTED ACHIEVEMENTS * Created a supplier management program for UW along with standardized processe s and savings programs * Reduced Alaska Airlines purchasing costs $60M in two years using TCO; Establi shed Toyota Way philosophy for purchasing processes; 7-Step Strategic Sourcing f or center-led procurement effort for MRO * Established / directed new global procurement operations and processes for Se attle's Best Coffee - Starbucks Division, increasing strategic partnerships and improving the customer experience. * Created Amazon.com operations purchasing group and processes using Six-Sigma quality tools. * Developed and led $40M ERP procurement system implementation for American Pre sident Lines. EDUCATION Master of Science, Business Logistics (Transportation), Pennsylvania State Unive rsity, 1982. Graduate Diploma, Business Administration - Faculty of Management Studies, Univ. of Toronto, 1980. Bachelor of Arts, Economics and Geography, Northwestern University, 1979. CERTIFICATIONS / AFFILIATIONS Committee Member - ISM's Committee on Social Responsibility - May, 2007 to prese nt. ISM Spokesperson - ISM Spokesperson. Certified Purchasing Manager (C.P.M.), Institute for Supply Management (ISM). Certified Transportation & Logistics (CTL), Amer. Society of Transportation & Lo gistics (AST&L). Member: ISM, CSCMP, APICS, AST&L and IACCM. Faculty: Bainbridge Graduate Institute - Sustainable Operations for MBA students . COLLEGIATE ADJUNCT TEACHING EXPERIENCE (Operational, Supply Management, Toyota Way / Lean, Sustainability, Logistics) Sustainable Operations Management, Bainbridge Graduate Institute 2004-Present Operations Management, University of Washington - Bothell 2001-2003 Systems Management and Critical Thinking, Colorado Christian University 1997-199

9 Int'l Transportation & Logistics, Golden Gate University & San Francisco State U niversity 1991-1994 PROFESSIONAL EXPERIENCE University of Washington, Seattle, WA 2008 to 2010 Director - Purchasing Services Directed departmental transformation to a 'Lean', strategically-focused, custome r-oriented, data-driven organization with emphasis on using "A3" business plans, contract creation, service management and balanced score cards when initiating process improvement, the reduction of waste and TCO. * Instituted a strategic sourcing effort to address $900M of applicable direct and indirect spend in a $3.2B organization. Efforts have addressed $600M to date with a 3 year plan for the remainder. * Created 27 contracts in eProcurement with $20M in savings, in additional to s trategic agreements in all major areas with a goal of 100 in 3 years, in additio n to GPO agreement usage. * Led a Lean process improvement and problem solving change in UW's non-Academi c administration and operations across several departments, with suppliers and c ustomers. * Launched an evaluation effort to coordinate all transportation, logistics and receiving related activities and expenses as these functions are all decentrali zed and no central ownership. SEATTLE CHILDREN'S, Seattle, WA 2008 Sourcing Manager, Non-Clinical * Created strategic sourcing SOP processes and procedures for non-clinical sour cing products, services & MRO areas. * Co-led an effort with the Legal department to create new base templates for c ontracting, sourcing and procurement use in non-clinical areas while focusing on capital acquisition, facilities, administration, MRO and IT sourcing. * Established competitive agreements and Lean processes while reducing system c osts for inventoried categories. * Strategic sourcing analysis and strategies saved $2.3M in purchased and inven toried total cost of ownership. WaMu, Seattle 2007-2008 Vice President - Enterprise Spend Management Built spend management programs, concentrating in the Real Estate and Corporate Administration areas within WaMu. Worked in all phases of supplier management from category strategy through negotiations and vendor management/measurement. C reated agreements with current suppliers using value-based analysis while introd ucing Scorecards and Supplier Relationship Management. Established agreements, p rocure-to-pay programs along with associated processes while reducing system cos ts. Alaska/Horizon Airlines, Seattle 2004-2007 Managing Director, Supply Management Hired to lead the company's development and implementation of a more strategic p rocurement and supply chain function for $1.2B in annual spend ($400 in general spend, $800M in fuel). Established shared services activities. Understood the ch ange drivers of various constituencies and internal business partners and worked within the well established company culture to get the attitudes and behaviors aligned with business and strategic goals. Created the framework for change and led the social system in change management to accept and adopt a new philosophy

and process using the Toyota Way. * Created 1st company-wide, center-led procurement effort focusing on multi-dep artmental supply initiatives. Reengineered the procurement function and installe d a 7-Step sourcing approach. * Led 30 person procurement staff - the team was responsible for savings of $60 M over 2 years. * Created new processes while using Toyota Way / Lean processes and customer se rvice principles * Established forward looking and standard metrics for department and supplier oversight. Seattle's Best Coffee / Starbucks, Seattle 2001-2004 Director, Global Procurement, Seattle Coffee Company Led Seattle Coffee's efforts in supply chain and procurement process development , strategic planning, and multi-channel procurement. Provided purchasing support in a growth-centered, customer-oriented environment. Raw materials, capital & i nventoried items coordinated, strategic partners increased 38%. Understood and s upported the complex business model for supporting 2 brands in a franchise envir onment. Aligned objectives with resources while setting aggressive goals and sha rp priorities. * Led supply management effort that was responsible for annual procurement of o ver $100M. * Developed quality focused efforts (multi-departmental projects) that supporte d operational and marketing initiatives while leading a major change management effort in lean. Amazon.com, Seattle 1999-2001 Manager, Operations Procurement Supported the start-up of the company's distribution centers by directing the pr ocurement function for durable as well as consumable, indirect goods. Created th e right priorities based on the organization pursuing the multiple competing goa ls of rapid expansion and high customer service levels. Created meaningful metri cs and rewards for the staff based on their actions, decisions and behaviors. St aff was passionate about the program and concentrated on support for what drove the business model - logistics. * Led operation procurement/field and established the processes and procedures for purchasing efforts at five state-of-the-art distribution centers. * Successfully negotiated/renegotiated agreements in DC related items; savings of 18% and over $30M. Procured related materials /capital/IT items for 5 state-o f-the-art LEAN/Six Sigma DCs. Buyers Access, Denver 1997-1999 Vice President, Supplier Management Company provided nationally outsourced purchasing services to a 4,300-member coa lition of apartment unit owners with over 800,000 units nationwide, in strategic supplier/supply management focus. Created an environment for disciplined proces ses, people, planning and governance based on customer needs by establishing key habits, behaviors and attitudes. Established a new department based on strategi c supply management principles and Six Sigma philosophy based on the reduction o f waste and inventories. * Led 10-person supplier/contract management unit in the start-up development a nd expansion of supplier partnerships, LEAN, fixed assets and service contracts totaling $120 million annually. * Maintained strategic partnership relationships with over 4,000 member entitie s posting a net increase of 17% in membership, and a 14% increase in revenue/mem ber, and a savings of 12%.

American President Companies, Ltd. (APC), Oakland 1987-1997 Significant range of professional supplier management, procurement and logistic expertise for $5B firm in both diverse domestic and international environments. Created procurement and pricing programs with clarity about how to produce the b est long-term results for several company-owned organizations. * Job Process, Training and Systems Manager - Documentation/Customer Service Ce nter. Managed job process identification, standardization and training for opera tions, pricing & service. * Team Lead/ Procurement Conversion Specialist - Developed and led a procuremen t effort for a $40M Procurement System implementation at 20 major locations thro ughout the US / Asia. * Purchasing Contracts Manager - Designed a contracts management and strategic supplier alliance program resulting in enhanced savings within the supply chain of over $5M. * Manager, Rail Car Administration / Logistics - Developed a system for monitor ing and controlling major leased/owned assets resulting in annual savings of $50 0K. Consolidated Rail Corporation (Conrail), Philadelphia 1985-1987 Business Development Analyst, International Marketing Developed and implemented a marketing program to service 'landbridge' users resu lting in 60% of Asian and NA carrier alignment. Pricing base established and ann ual growth rate of 23% realized. Carrier Systems Motor Freight, Chadds Ford 1984-1985 Director of Pricing Regional LTL start-up operation that was a part of Sun Oil's LTL group. Headed u p pricing/contracting. CSX, Baltimore 1982-1984 Strategic Analyst Worked on strategic M&A activity as well as the divestiture of excess capacity.