For (169 North and South American food manufacturing factories), consolidated packaging adhesives supplier base from 38 suppliers to 2 global suppliers.  Developed regional and zone managers to develop and communicate with the local factories.  Led the adhesive Strategic Sourcing Process consisting of Spend Analysis, Supply Market Study, Procurement Strategy, Vendor Selection, Supplier Agreements, Transition Activities and Compliance Management.  Generated validated savings of $1.9MM on a $24MM annual spend.

At (a global food manufacturer), led the project of utilizing of Point-of-Use (POU) dispensing equipment for managing a portion of its indirect materials, such as MRO consumables and PPE, within several of its North American factories.  Data indicated a substantial reduction in the total cost of ownership (TCO) for MRO items dispensed through automated POU equipment primarily through accountability and personnel savings.  Capabilities identified as essential for a successful integration of POU dispensing equipment at the factory level were: equipment used must be company owned (not supplier owned), web based, information from multiple facilities be easily rolled up into corporate (enterprise-wide) reports, equipment ability to support multiple vendors within a single cabinet and automated reordering to multiple vendors.

At (a US $2 billion food and beverage company), designed and implemented new purchasing organizational structure for the company resulting in streamlined and lower cost processes. Implemented and completed transition to the Ariba e-commerce system for all indirect material purchases, designed workflows, and drove catalog development.

At (the US operation of a global food and beverage company), consolidated Technical, Logistics, Material Handling and Facilities/Services Procurement across seven Customer Operating Companies (US $30 billion in revenue  / $300 billion in spend) in the United States and Canada to a centralized Shared Services Model.  Integrated several business acquisitions into shared services model.  Developed Regional, Zone and Global Category management strategies.  Drove formal Strategic Sourcing process, consisting of: Spend Analysis, Supply Market Study, Procurement Strategy Definition, Policy Development & Communication, Vendor Selection and Agreement Management, Transition Activities and Compliance Management.  Generated validated savings of approximately $15 million.

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