Capability Summaries by Sector - Tenzing · 2019-04-04 · §Scotia Bank §Shawmut Bank §TD Bank...

Capability Summariesby Sector

© 2019 Tenzing LLC | Proprietary & Confidential | PAGE 2

Capability SummariesCATEGORY SUB-CATEGORY PAGE

Financial & Services Financial Services | Banking | Insurance 4

Pharmaceutical & Medical Pharmaceutical | Medical Industry 6

Industrial Aerospace | Defense | Aviation 8

Automotive | OEM 9

Paper | Pulp 10

Energy & Chemicals Chemical 12

Mining | Metals 13

Oil & Gas 14 - 15

Utilities 16

Technology & Telecom Electronics 18

Telecom 19

Retail, CPG & Food Consumer Product Goods 21 - 22

Fresh Grocery 23

Hospitality & Food Service 24

Packaging 25

Retail 26

Other Media and Entertainment 28

Rail | Public Transit 29

Transportation | Logistics 30


Capability Summary – Legend

COMPANIES

§ American Express§ Ameritrade§ JP Morgan§ Barclays Bank§ Barnett Banks§ BMO Financial§ BNY Mellon§ BB&T§ Capital One Bank§ CenTrust Bank§ Chase Bank§ Citibank§ Citigroup§ Commonwealth Bank§ Coöperatie DELA

§ Deutsche Bank§ European Global Bank§ Fidelity Investments§ Fifth Third Bank§ Goldman Sachs§ Group One Trading§ HSBC§ Insurance Australia Group§ JP Morgan§ LaSalle Bank§ London Stock Exchange§ Meridian Bank§ Merrill Lynch§ Met Life§ Moody’s Investors Svcs.

§ Northern Trust§ Prudential§ QBE Insurance§ RBS Citizens§ Salomon Smith Barney § Scotia Bank§ Shawmut Bank§ TD Bank§ The Hartford§ Towergate Insurance§ UBS London§ UK Bank§ US Fidelity & Guaranty § USAA

EXPERTISE

105 Experts

51%40%

9%

Procurement

Supply Chain

Operations

SELECTED EXPERIENCE

§ Indirect Sourcing Leadership. Responsible for directing category-specific tactical and strategic sourcing efforts for US operations including IT, telecommunications, external labor, HR, marketing, security, and facilities. All efforts were coordinated across multiple business lines and functions.

§ Engage Marketing Stakeholders. Crafted business requirements and conducted comprehensive strategic sourcing for complex advertising agency of record category, working closely with marketing stakeholders. Managed the entire process, from business requirements to contract negotiations.

§ Expense Reduction and ERP Deployment. For global bank, generated $300M expense reduction of $2.5B IT equipment and services global sourcing, vendor consolidation, demand management; enterprise procurement infrastructure, transformed processes, and roll-out of ERP-integrated e-procurement solution.

§ Procurement Process Design and Implementation. Defined and implemented policies and procedures to improve purchasing efficiency, increase control over vendor performance, and contract price compliance. Categories included: commercial printing, promotional items, office supplies, computer consumables, business forms, warehousing, fulfillment, overnight mail, external labor.

§ BPO/Outsourcing. Designed an end-to-end strategic process to outsource IT projects for the investment banking division of leading New-York-based financial services institution. Designed a methodology that covered pre-planning activities such as identifying appropriate engagement model (staff augmentation, co-managed or managed services) followed by strategic sourcing activities from vendor identification to contract negotiation and implementation. In addition, developed alternate fast track scenarios to reduce above process cycle time by 20-65%.

§ Real Estate Management. Developed long-term real estate strategy and integrated facilities master plan for major international financial institution. Developed new procedure for capital allocation and measurement with regard to facilities and developed new facilities and furniture standards.

§ Enterprise Risk Management. Executive with direct line responsibility for development of risk management strategy, related new product lines and implementation of Zurich Group Climate Change Initiative. Subject matter expert and counsel for development of products, performance of risk reviews, communications efforts, government testimony and as primary responder to press inquiries.

Select sampling of companies our experts have

worked

Select hands-on experience our experts posses

% of expertise our experts have in

Supply Chain, Ops, & Procurement

Financial & Services


Financial Services/Banking/Insurance Capability Summary

COMPANIES

§ American Express§ Ameritrade§ Barclays Bank§ Barnett Banks§ BMO Financial§ BNY Mellon§ BB&T§ Capital One Bank§ CenTrust Bank§ Chase Bank§ Citibank§ Citigroup§ Commonwealth Bank§ Coöperatie DELA§ CoreLogic Insurance§ Deutsche Bank

§ European Global Bank§ Fidelity Investments§ Fifth Third Bank§ Goldman Sachs§ Group One Trading§ HSBC§ Insurance Australia Group§ JP Morgan§ LaSalle Bank§ London Stock Exchange§ Meridian Bank§ Merrill Lynch§ Met Life§ Moody’s Investors Services§ Morgan Stanley§ National Bank of Abu Dhabi

§ Northern Trust§ Prudential§ QBE Insurance§ RBS Citizens§ Salomon Smith Barney § Scotia Bank§ Shawmut Bank§ TD Bank§ The Hartford§ Towergate Insurance§ UBS London§ UK Bank§ US Fidelity & Guaranty § USAA§ Wachovia

EXPERTISE

105 Experts

51%40%

9%

Procurement

Supply Chain

Operations

SELECTED EXPERIENCE

§ Indirect Sourcing Leadership. Responsible for directing category-specific tactical and strategic sourcing efforts for US operations including IT, telecommunications, external labor, HR, marketing, security, and facilities. All efforts were coordinated across multiple business lines and functions.

§ Engage Marketing Stakeholders. Crafted business requirements and conducted comprehensive strategic sourcing for complex advertising agency of record category, working closely with marketing stakeholders. Managed the entire process, from business requirements to contract negotiations.

§ Expense Reduction and ERP Deployment. For global bank, generated $300M expense reduction of $2.5B IT equipment and services global sourcing, vendor consolidation, demand management; enterprise procurement infrastructure, transformed processes, and roll-out of ERP-integrated e-procurement solution.

§ Procurement Process Design and Implementation. Defined and implemented policies and procedures to improve purchasing efficiency, increase control over vendor performance, and contract price compliance. Categories included: commercial printing, promotional items, office supplies, computer consumables, business forms, warehousing, fulfillment, overnight mail, external labor.

§ BPO/Outsourcing. Designed an end-to-end strategic process to outsource IT projects for the investment banking division of leading New-York-based financial services institution. Designed a methodology that covered pre-planning activities such as identifying appropriate engagement model (staff augmentation, co-managed or managed services) followed by strategic sourcing activities from vendor identification to contract negotiation and implementation. In addition, developed alternate fast track scenarios to reduce above process cycle time by 20-65%.

§ Real Estate Management. Developed long-term real estate strategy and integrated facilities master plan for major international financial institution. Developed new procedure for capital allocation and measurement with regard to facilities and developed new facilities and furniture standards.

§ Enterprise Risk Management. Executive with direct line responsibility for development of risk management strategy, related new product lines and implementation of Zurich Group Climate Change Initiative. Subject matter expert and counsel for development of products, performance of risk reviews, communications efforts, government testimony and as primary responder to press inquiries.

§ Procure to Pay. Globally managed simultaneous transfer of DBs A/P, Corporate Purchasing and Corporate Travel operations to an outsourced provider. This business process outsourcing was the first of its kind, impacting nearly $5B in spending and hundreds of staff in two dozen locations. Additionally, as Global Head of Technology Sourcing, managed global organization sourcing $3B in annual tech expenses.

08/2018

Pharmaceutical & Medical


Pharmaceutical/Medical Industry Capability Summary

COMPANIES

§ Align§ Banner Pharmacaps, Inc.§ Bristol Myer Squibb Company§ Cardinal Health§ Catalent Pharma Solutions§ Eli Lilly§ Fleet Laboratories§ GlaxoSmithKline§ Kaiser Permanente§ Keller Crescent§ King Pharmaceuticals

§ Lumenis§ Medrad§ Merck Serono§ Novartis§ Perrigo§ Pharmacia Corporation§ Phillips§ Siemens§ SmithKline Beecham§ TAKEDA Pharmaceuticals§ Teva Pharmaceuticals

Procurement

Operations

EXPERTISE

21 Experts

38%

37%

25%Supply Chain

Procurement

Operations

SELECTED EXPERIENCE

§ Plant Turnaround. Led effort to turn around an underperforming, international pharmaceutical plant slated for closure, reversing losses in excess of $100K per month in less than three months. Changes made led to sustained profitability in every year since the turnaround.

§ Plant Optimization. For the Latin American arm of a $33B global pharmaceutical company, increased plant capacity at 2 locations (221% and 400% respectively) and realized margin benefits of $76.8M. Eliminated $4.7M of operations costs and cut quality assurance/control costs by $0.9M by analyzing operations and supply chain management infrastructures and building a scenario analysis tool to model plant configuration and product mix changes to reduce cost per unit.

§ Working Capital Management. Achieved a $12M cash flow improvement with a potential of $21.4M from one plant for a leading pharmaceutical company. Cut days sales outstanding by 16% (from 49 to 41), and significantly reduced the number of delinquent accounts.

§ Interim Chief Procurement Officer. Oversaw direct and indirect spend as well as capital expenditures for a $700M pharmaceutical company. Rebuilt corporate team; built procurement project pipeline; directed negotiations; frequent interaction with CEO, CFO, and Executive Committee; collaborated with manufacturing sites to deliver savings results; rebuilt sourcing strategy/agenda.

§ Lean Transformation. Led lean transformation at large production facility, resulting in an 88% reduction in lead time, 70% cut in inventory and a targeted 20% reduction in operating costs for a $4B medical devices manufacturer.

§ Global Sourcing. Led company's R&D and phase one clinical operations businesses. Negotiated and defined formal business requirements with internal senior stakeholders and delivered projects to those specifications, reducing costs by $8M. Executed programs within full range of program and supply activities, from drug discovery through phase one.

§ Procurement Transformation. Planned and implemented a major procurement transformation, moving from decentralized to centralized sourcing, developing price formulas contracts for packaging and changing from spot deals to periodical sourcing. Results were 25% savings on their $15M annual spend on packaging within 1.5 years, improved price transparency cut new project introduction time by 3-4 months.

Industrial


Aerospace/Defense/Aviation Capability Summary

COMPANIES

§ Aerojet§ Air France Industries§ American Airlines§ ATA Airlines§ B/E Aerospace§ Bell Helicopter Textron§ Boeing§ Bombardier§ Britannia Airways§ CAE Inc.§ Composites Unlimited§ Delta Airlines§ DynCorp§ Emergia Aerospace

§ Exostar LLC§ GE Aerospace§ GE Aircraft Engine§ Hughes Aircraft§ Goodrich Aerospace§ Hamilton Sundstrand§ Hawker Beechcraft§ Honeywell§ International Airlines

Group§ ITT Defense Systems§ Lockheed Martin§ McDonnell Douglas§ NASA

§ NetJets§ Northrop/Grumman§ Pratt & Whitney§ Qantas§ Raytheon§ Rolls Royce§ Saudi Arabian Airlines§ Sensytech, Inc.§ Sikorsky§ Spirit Aerospace§ Titan Industrial§ United Airlines§ U.S. Air Force§ U.S. Navy

EXPERTISE

56 Experts

36%

36%

26%Procurement

Supply Chain

Operations

SELECTED EXPERIENCE

§ Turnaround. Brought in by the board of directors to turn around Exostar, a joint venture of BAE Systems, Boeing, Lockheed, Raytheon and Rolls-Royce. Proposed a new supply chain-based strategy to the board, including a small acquisition. Grew business from $13M in revenue to $32M in revenue with annual profitability during my three-year tenure. Several groups recognized the business on their Fastest Growing companies, and Companies to Watch lists.

§ Process and Quality Technology Leader at GE Aircraft Engines. Led over 100 engineers that provided advanced technical support to six GE manufacturing sites in 5 axis machining/post-processors from solid models, Process Automation, CNC/DNC support, Optical and CMM inspection of precision contours, process analysis & control, database development, and special process expertise and certification. Designed and led the largest fractional factorial process experiment at GE which led to the revolution of the forging process from “black-art” to pure science; increasing engine performance, reducing variation and eliminating rework.

§ Operations. At McDonnell Douglas, led transformation of two warehouses and led team of five salaried and 27 hourly staff. Managed and led a cross-functional re-engineering team in the redesign of the receiving and receiving inspection process. Implemented Lean techniques, work cells and pull systems to attain the benefits of reduced work in process (WIP) inventory from $3.2M to $600K. Reduced cycle time from 26 days to seven days and headcount by 20%.

§ Department of Defense Start-Up. For contract manufacturing facility providing electronic apparatus for navy surface ship torpedo defense, acquired and relocated Defense product line. Oversaw redesign, layout and conversion of Airplane Hangar into facility for electronics assembly, integration and test for navy surface ship torpedo defense device, adding above $3M in sales.

§ Operations Director. Military Air Solutions, a 16,000 people, £3.5B turnover business, the leading through-life military aircraft and support services business in the U.K.. Led a 3,900 people business unit, working at 27 global customer locations and a home base of the Samlesbury jet fighter design and manufacturing center. Accountability for engineering test, procurement and manufacture of Typhoon jet fighter structures, for delivery to four European final assembly lines.


Automotive/OEM Industry Capability Summary

COMPANIES

§ American Honda Company§ Autocar LLC§ Automotive Component Holdings§ Bendix Commercial Vehicle Systems§ BMW§ Cadillac§ Chrysler§ Covisint§ Delphi Automotive§ Dura Automotive§ Eaton Corporation

§ Ford Motor Company§ General Motors§ Good Year Tire and Rubber§ Land Rover§ Saturn Corporation§ Simco Automotive§ Tenneco Automotive§ Tower International§ TRW Automotive§ Visteon Corporation

EXPERTISE

39 Experts

36%

26%

38% Procurement

Supply Chain

Operations

SELECTED EXPERIENCE

§ Supplier Performance Management. Implemented standard preventive supplier manufacturing readiness audit processes using key performance indicators to drive over 96% of the North American supply base to improve delivery rating scores above minimum criteria required for certification. An average 99% of the suppliers identified as high risk avoided losing Ford certification due to intervention and prevention techniques.

§ Chief Procurement Officer, Global Tier 1 Automotive Supplier. Transformed Purchasing by establishing a centralized organization structure and supporting processes; Integrated in-region operational teams; Leveraged global, functional performance. Developed and implemented a lean Commodity / Category Sourcing Strategy process focused on improving supplier Quality, Delivery and Cost performance; Leveraged capabilities of top performing suppliers to improve New Business Pursuit competitiveness.

§ Director Launch Readiness/Low Cost Country Sourcing. Designed and implemented a standardized launch program management process that significantly improved North American new vehicle launch performance. Exceeded production plan with no downtime; zero supplier related disruptions.

§ Lean Manufacturing. Implementation of lean manufacturing and a product run-out /new product introduction process for the plant. This was benchmarked as best practice within GM. Conducted the initial design framework for GM E-bidding process for suppliers within the global supply chain.

§ Training and Development. Led the transformation of BMW's training systems. Developed 200 new training programs, including world-class manufacturing methods (BMW Production System), quality improvement systems, engineering competencies, international project working, language & cultural preparation and leadership development.

§ Supply Chain Management. Responsible for Supply Chain Management in a matrix organization for a $250M Global Automotive Aftermarket Company with 65 manufacturing plants and $100M spend; for $2B Global Services.

§ Value Engineering. Coordinated Design for Cost initiative to reduce product cost for a Tier 1 automotive supplier resulting in $10M savings utilizing product benchmarking, specification analysis, value engineering and supplier workshops.


Paper & Pulp Industry Capability Summary

EXPERTISE

23 Experts

43%

32%

25%

Procurement

Supply Chain

Operations

SELECTED EXPERIENCE

§ President and CEO. Brought in to lead the financial and operational turnaround and cultural transformation of a troubled paper company which had posted a $367.5M loss on $1.3B revenue in FY2010 and was struggling with labor/union problems, pension fund issues, and mounting debt. Provided leadership and direction to an executive management team. Immediately introduced and led implementation of a new corporate operating philosophy restoring focus on people, performance, leadership, and teamwork.

§ Global Supply Chain Strategy. Developed and implemented strategies and processes for the supply management area of a global paper and plastics company to support the increase in product demand. Consolidated the supply base, developed supply strategies for all material, implemented supplier audits and scorecards, and implemented a Kanban system with suppliers for various materials. Developed and implemented a new material requirements planning process with the existing ERP system by setting up proper material masters with lead times, order quantities, and approved suppliers resulting in an effective purchasing system, lower inventory levels, and on time deliveries from suppliers.

§ VP Operations. Extensive experience with paperboard and resin based products and most converting processes from pre-press and printing operations to converting of paper cups, plates, paperboard packaging, table covers, and placemats. Plastic experience includes extrusion, thermoforming of rigid and foam products from lids and soufflé cups to plates, cups, and containers. Managed business interface between the sales and marketing departments and the supply chain – internal manufacturing and outside suppliers of finished product. Managed sales and operations planning function.

§ Director, Pulp and Pulp Derivatives Purchases. Responsible for pulp and pulp derivatives including tissues and non-woven. Spend exceeded $1.5B annually. Led organization of 80+ spread across Europe, Asia, and North America. Served as senior adviser to global family care business leadership, reporting to the business president.

§ Enterprise Risk Management. Process Hazard Analysis Training – Pulp and Paper Sector. Developed and presented an overview of various PHA techniques with corresponding merits and limitations, and a workshop focused on What-If technique. Presented to engineering, production, and maintenance management of various mills in support of corporate risk management initiative.

COMPANIES

§ Beloit Industries§ Boise Cascade§ Calgon§ Catalyst Paper§ Domtar

§ Fort James§ Georgia Pacific§ International Paper§ Mead§ Weyerhaeuser

Energy & Chemicals


Chemical Industry Capability Summary

COMPANIES

§ Afton Chemical§ Arkema § BASF§ Bayer§ BP Chemical§ Brenntag§ Celanese§ Cytec Solvay§ Dow§ Dupont

§ Eastman Chemical§ Exxon Chemical§ Flint Chemical§ Goodyear§ Hansmann Group§ Hercules§ Honeywell Chemicals§ Houghton International§ Huntsman§ ICI Glidden§ Monsanto

§ Monson Companies§ Mosaic§ Nalco§ OMYA§ Rohm and Haas§ SIKA§ Trinseo§ Univar§ Woodward & Dickerson§ W.R. Grace

EXPERTISE

78 Experts

40%

38%

20%

Procurement

Supply Chain

Operations

SELECTED EXPERIENCE

§ Lean Sigma. Led an initiative at a $300M, six-plant division of a $1.9B specialty chemical company. Improved profits by $4.5M, reduced customer complaints by more than 90%, improved on-time shipments from 93% to a sustained 99%, and reduced inventory by $7.5M.

§ Post-Merger Integration. Led integration program for a global chemical company that reduced operating fixed costs by $50M or 21%, across five manufacturing facilities in three European countries. Union and local management support was achieved and maintained throughout the entire program.

§ Manufacturing Improvement Program. Greatly improved operating effectiveness and fixed costs for a major chemical firm at their largest North American plant. Improved FPY by 3 percentage points for a $4.6M annual revenue gain. Reduced fixed cost by 29%, reduced equipment overhaul cycle-time by 50%, and increased available production capacity by 27%.

§ Logistics Outsourcing. Outsourced logistics for $2.3B global chemical client realizing 15% cost savings and managing transition risk. Selected 4PL for better sourcing leverage, freight planning, and load management. Designed new ISO 9000 and SOX-compliant business processes and IT integration plans for over 40 sites. De-risked implementation through use of DFSS methods including FMEA.

§ S&OP. For a Fortune 50 chemical company implemented S&OP best practices to improve production scheduling, reduce inventory, cut waste. Increased on-time shipments by 15% and profits by $20M.

§ CPO-Led Transformation. Led transformation of procurement organization for BP Refining. Responsible for $6.5B spend; services, equipment, supplies and chemicals supporting construction, turnaround, maintenance and operation for 11 refineries and six chemical plants around the world, with 230 direct reports. Created center-led, results-driven third-party spend capability in a decentralized culture.

§ CEO and Managing Director. 15+ years of experience at executive level in the highly competitive chemical and raw materials industry, transforming strategies into workable solutions, successfully reorganizing & restructuring industrial companies. Annual turnover € 600m, 8 direct executive reports and 300 indirect reports

§ Product Development. For world’s largest chemical company, worked directly with engineering and marketing executives at the world's largest to reduce product development cycle time from 18 to 11 months by implementing a disciplined stage-gate process, lean principles, and new project management systems.


Mining and Metals Industry Capability Summary

COMPANIES

§ Alcoa§ Anglo American Metallurgical Coal Pty § Aquila Resources Ltd§ ArcelorMittal§ Aurubis§ Barrick Gold Corp§ Bathurst Resources Ltd§ BHP Billiton§ Bucyrus International§ Candelaria Mining Co§ El Abra Mining Co§ Goldcorp Inc§ Goldminex Resources Ltd§ Herbst Special Vehicles§ Ingersoll Rand

§ Joy Mining Machinery§ JW Aluminum§ Lindsay International§ Metso Minerals§ Mining and Allied Machinery Corp§ Moreton Resources Ltd§ Realm Resources§ Rio Tinto§ Sandvik Mining and Construction§ Shenhua Group§ SNC-Lavalin§ Terex Corporation§ Theiss Pty Ltd§ Vale S.A.§ Walter Energy

EXPERTISE

40 Experts

54%

14%

32%

Supply Chain

Procurement Operations

SELECTED EXPERIENCE

§ Strategic Procurement. Led process mapping and review activities with process owners across logistics (warehouse and transportation), supplier development and maintenance/operational teams. Recommended operational improvements to implement lean manufacturing strategies and achieve targets of cost reduction. Developed market and business intelligence analyses to support category strategy definition for mining equipment, construction and logistics services including: demand planning, supplier base mapping and related risks, market trends, RFIs, cost breakdown/should cost analyses, use of Kraljic matrix and SWOT analyses.

§ Supply Chain Transformation. Transformed regional supply chain strategy for mining machinery manufacturer into an integrated global operation and leveraged corporate resources to be more efficient. Responsible for all supply chain and purchasing activity at the international level including leadership of Regional Supply Chain Directors reporting to the global VP of Operations.

§ Negotiations. Responsible for all contracts and procurement associated with the development of underground thermal coal mine: multiple 350m face longwalls, multiple development drivage equipment sets (continuous miners, shuttle cars, feeder breakers and associated electrical and ventilation equipment), underground mobile diesel equipment, underground and surface conveying equipment, ventilation equipment (fans and electrical equipment). Contracts for all required surface infrastructure design and construction including earthworks, buildings and associated industrial facilities.

§ Reliability and Maintenance. Maintenance, mining and manufacturing operations improvement projects. Analysis of business operation including value stream mapping, performance trending and improvement opportunities. Development of improvement project plans with ROI road maps. Direct involvement in the implementation of process improvements in maintenance, mining, manufacturing and energy savings operations.

§ Operations Improvement. Capital optimization of Palladium UG Mine in Canada ($50 Mio) Capital optimization of Gold mine in Mexico, Operations improvement for underground poly (copper, zinc, lead) mine in Spain ($20 Mio), Diagnostic scoping of business improvements of $80 Mio for copper mine in US.

02/2019


Oil & Gas Industry Capability Summary

COMPANIES

§ Arco§ Australian Pacific§ Berry Petroleum§ BP§ Chevron Texaco§ ConocoPhilips§ Devon Energy§ Enterprise Products§ E.ON§ Exxon§ Falcon Gas Storage § Gulf Oil International

§ GDF Suez§ Kerr McGee§ Marathon Oil§ Mobil§ Niko Resources§ Nobel Energy§ Nova Gas

Transmission§ NuStar Energy§ Occidental Petroleum§ Pan-Alberta Gas§ Pioneer

§ Plains All American§ Sasol§ Shell Canada§ Shell Oil§ Snyder§ Spectra Energy§ Southwestern Energy§ Syncrude Canada§ Texaco§ Total S.A.§ Unocal

EXPERTISE

48 Experts

52%

27%

21%

Operations

Procurement

Supply Chain

SELECTED EXPERIENCE

§ Transformation. Lead consultant for a major North American oil & gas company involved in developing, implementing, and managing a long-term transformation program to implement a best-in-class strategic procurement & supply chain management organization, while delivering industry leading business performance.

§ Capital Investment. Successfully worked with the executive leadership team in planning, managing, and implementing strategies supporting multi-year $35B capital investment program related to pipeline and related facility construction projects. Led the development and execution of new sourcing strategies, contracting strategies, and contractor management approaches to drive substantial bottom line impacts.

§ VP and Regional Chief Procurement Officer. Spearheaded a full operational procurement lifecycle for upstream assets and projects at a supermajor. Responsible for the full suite of procurement and supply chain management activities as the senior functional executive in each region. Spend under management has exceeded $5B annually.

§ VP, U.S. Fuels Value Chain Procurement. Transformed the procurement capability to improve efficiency and effectiveness, including: improved supply chain risk management; improved competency of personnel; achieved cost reduction of more than 6% year-over-year, and improved cash flow and working capital.

§ Exploration and Production, Vice President – Procurement, Supply Chain. Responsible for the strategy, initiation, development, and management of a new worldwide capital projects procurement and supply chain organization for 60 major projects valued at $300B, and considered the industry's largest single portfolio of upstream projects. Managed a budget of $14B along with 370 professionals located worldwide.

§ Pipeline Integrity. Developed and documented processes and roles and responsibilities for a pipeline operator to ensure compliance with DOT pipeline integrity rules and regulations. Scope included identification of high-consequence areas, design and execution of inspection processes, and prioritization and implementation of remediation projects.

§ Procurement Transformation. For a $3.2B oil & gas firm, led a procurement transformation program locking in $27M savings and capability building (skills, processes, tools, and technology) within a five-month program. The program had four major work-streams, 16 staff, and spanned multiple functions and BUs.


Oil & Gas Industry Capability Summary (Continued)SELECTED EXPERIENCE (CONTINUED)

§ Project Management. Led a project for an international region of a global oil major that enabled profitability, visibility, and management at the customer and product level. Developed pricing methods, improved the fuels supply distribution network, outsourced fleet operations, improved inventory management, and generated procurement savings. Advised on a client-led effort that divested assets to branded marketer partners. The project resulted in an earnings improvement of over $100M and a working capital reduction of $64M.

§ Integrated Business Planning (IBP). Developed new techniques in the upstream oil & gas industry for a global exploration and production company, led a team that designed and implemented IBP to connect strategic plans with operational execution. IBP in combination with tactical improvement efforts, reduced the capex to cash cycle time by 20%.

§ Process Reengineering. Led a major process reengineering and cost savings initiative for the maintenance department of a U.S. based oil refinery that led to a 25% reduction in operating costs through improved maintenance performance and reduced dependence on outside contractors

§ Senior Manager, Contracts & Procurement. Engaged in developing contracting strategies for future planned projects, and developing & overseeing an EPCM contractor in the preparation of invitation to tender documents for a major onshore pipeline project. Also involved in bidder pre-qualifications, tender evaluations, and contract negotiations leading to contracts awards.

§ Project Manager, Supply Chain Assessment and Implementation. Assessed/developed new SCM model for s major integrated oil & gas company, including commodity councils across the global projects organization resulting in identified immediate cost savings of $25M. Identified a material savings of over $250M for Projects, Commissioning and Preservation.

§ Warehousing & Distribution. Developed strategy and implementation plan with major oil company on consolidating warehousing, distribution of materials and maintenance of those materials into a PMF (Preservation and Maintenance Facility) including consolidation of the supply base and process and procedures around maintenance of the materials.

SELECTED EXPERIENCE (CONTINUED)

§ Supplier Management Program Lead, R&M Manufacturing Procurement. Managed and led the implementation of an all encompassing supplier management program for U.S. refineries. Responsible for taking the current current BP SM common process and developing a unique deployment approach to achieve value generation at all levels of supplier importance.

§ Category Management. Planned, prioritized, and managed long term category management strategy and approach – including new strategic sourcing approaches, category/contracting strategies, and contractor management models across North American operating business units. Utilized extensive market analytics and benchmarking to proactively manage dramatically changing supply markets and market risks.

§ Best Practices Research. Authored and published over 50 best-practice case studies and benchmarking white papers on a comprehensive set of supply chain-related topics for midstream companies including strategic sourcing, purchase to pay, capital project procurement, category management, low cost country sourcing, spend analysis, and organization design.

§ Change Management and Organizational Development. Managed an organizational design project for an international oil & gas company. The project consisted of the realignment of an upstream activity planning group, including reporting structures, roles & responsibilities, and performance metrics. Project outcomes included increased responsiveness, process standardization, efficiency, and stakeholder communication.

§ Energy Industry Leader. Expertise in midstream business models and managing natural gas and LNG value chains including gas sales, trading, business development, and supply & origination.

§ Senior Vice President. Commercial responsibility for an entire long-term gas supply portfolio from suppliers in Norway, Denmark and the U.K. Coordinated the development of company’s LNG business in Africa, building partnerships in Egypt, Nigeria, and Equatorial Guinea.

§ Finance Lead. Developed and executed restructuring plan for Niko, a publicly traded Canadian oil & gas company. Negotiations and restructuring lead for $75M in trade debt in Indonesia. Developed 2015 budget and financial plan.


Utilities Industry Capability Summary

COMPANIES

§ Acciona Wind Power§ Ameren§ Baltimore Gas & Electric§ BP Alternative Energy§ British Nuclear Fuels§ Centrica§ Detroit Renewable

Energy§ Duke Energy§ Dynegy§ Electricité De France§ Energy Solutions Co§ Enron Energy Services§ Entergy, Inc§ Florida Power and Light

§ GE Energy Group§ Hydrogen Energy Intl§ Montana Wind Energy§ Naturstrom§ National Grid§ Nextera Energy, Inc§ Nordex USA, Inc § NRG Energy§ Nstar Electric and Gas§ NV Energy§ PA Power and Light§ Pacific Gas & Electric§ Pyramid Green Power§ Progress Energy§ Pugent Sound Energy

§ Scottish and Southern Energy

§ Senvion Wind Energy Solutions

§ Siemens§ SMG-Energy§ Southern California

Edison§ Stirling Energy System§ Suncor§ Sun Edison§ SunState Electric § TVA§ TXU Energy§ Utilicorp United

EXPERTISE

39 Experts

34%

19%

47%

Procurement

Supply Chain

Operations

SELECTED EXPERIENCE

§ Procurement Leadership. VP, Chief Procurement Officer, Sun Edison, Inc -Reduced annual expenditure by 10.2%, over $100M, through supplier cost savings using enhanced Strategic Sourcing activities that fully leveraged the cost structure throughout the supply base. Significantly increased company cash flow by over $45M per quarter through renegotiating and restructuring corporate contracts. Improved supplier payment terms by 12.9%, to an average of net 60, through aggressive negotiations and more efficient operating management of the payables process resulting in an additional $10M of free cash flow per year.

§ Strategic Sourcing. Led multiple sourcing streams simultaneously including MRO, Line Material, Underground Construction, and Overhead Construction; led teams to identify and implement strategy sourcing opportunities. Identified opportunities for over $30 million in annual savings as part of a $150 annual strategic sourcing savings effort.

§ Cross-Functional Sourcing Teams. Strategically sourced in excess of $400M in equipment and services covering over 60 categories in the energy industry. Company-wide sourcing initiatives that delivered 15%+ savings on over $50M in addressable spend. Strategic sourcing for multiple $500M plant installations resulting in alternate designs and suppliers, creative negotiation techniques, and ultimately substantial savings of $25M.

§ Rapid resourcing initiative. Review of 18 sourcing categories and suppliers that identified savings in $40M worth of contracts. Met savings objective of $6M by analyzing current economic conditions using market intelligence including benchmarking, should-cost analysis, and expanded supplier pools.

§ Player-Coach. Facilitated an in-depth overhaul of the strategic sourcing, post-sourcing and supplier development methodologies employed by one of the ten largest electric utilities in the US. Supported the internalization of these methodologies by extensively coaching client category teams in their use.

§ Supply Chain Effectiveness. Led review for a regional four-service utility. Benchmarked client performance against that of leading utilities. Identified and quantified opportunities offered by strategic sourcing and various eProcurement-related technologies.

02/2019

Technology & Telecom


Electronics Manufacturing Industry Capability

COMPANIES

§ Aastrom Biosciences§ Alcon Lap Do Brazil§ AMAG Technology§ Apple§ Baxter International § CAE Inc.§ Cardinal Health§ Celestica§ COLT Technologies§ Compaq§ Dana Incorporated§ Dell§ Facet Technologies§ Flextronics

§ Fujitsu§ GE Medical Systems§ Greene Tweed§ Harris Corporation§ Honeywell Technology§ Hewlett Packard§ IBM § Jabil§ Lam Research § Lenovo§ Lumenis§ Marconi § Medtronic§ Microsoft

§ Motorola§ Philips§ Rabbit Semiconductor§ Seagate Technology§ Sims Deltec§ Smith Medical§ Sony§ SunEdison § Sun Microsystems§ Toshiba§ Vericel Cooporation.§ Vodaphone§ Westcon Group

EXPERTISE

46 Experts

70%

65%

35% Procurement

Supply Chain

Operations

SELECTED EXPERIENCE

§ VP Procurement, Philips. As member of business leadership team, led procurement of LED lighting outsourced products and components from business start up to over EUR 1B global spend. Led 10 global commodity teams with over 100 people. Developed and executed 5-year Group outsourcing and LED sourcing strategies. Set up LED outsourced operations & partnerships, scaled capacity from EUR 40M to 1B. Record cost reduction of EUR 200 million

§ CPO, Milacron. Global responsibilities included strategic sourcing, supplier and supply base development, supplier quality, transportation and trade compliance. Led design and implementation of an internal customer-facing procurement solution in a complex, global, highly matrixed environment.

§ Global Procurement Manager. Managed the diverse requirements of over 30 divisions worldwide combining them into an aggressive and effective contract and negotiation strategy delivering over $40M in year-over-year cost reductions.

§ Senior Manager, Global Consumer Product Development. Directed all aspects of the Soft Goods, Computer Peripheral, Printer, and Flat-Panel Displays portfolios to ensure lucrative, relevant targeted assortments. Implemented gap-closing retail retention and gross-margin enhancement initiatives through private-label creation and third-party product selection, vendor negotiation, product/program development and pricing initiatives across business segments to increase gross margins by 49% and attaining 132% of revenue targets.

§ Business-Segment Leader, $600M Semiconductor Business. P&L responsibility for three international manufacturing sites with a total of 1,800 employees. Market included all leading global semiconductor wafer customers from product design through end-of-life. Improved annual productivity by 25% ($20M) and reduced annual non-labor cost by 10% ($23M). Maintained gross margins over three years despite volume declines by implementing offsets of 24% unit-cost reduction and a 30% reduction in quality issues.

§ Supply Chain, Operations, and Business Development Leader. Responsible for business development and supply chain operational implementation for newly developed services offering supporting a $7B electronics manufacturing business.

§ Supplier Manager: Responsible for product purchases across the Semiconductor and Passive component supply base for all UK manufacturing sites. Drove 30% reduction in vendor base, 15% cost reductions, and a 10% improvement in supplier performance. Awarded an Individual Contribution Award.


Telecom Capability Summary

COMPANIES

§ Adelphia Communications

§ AT&T§ Bell Canada§ Brightstar§ Colt

Telecommunications§ Cox Communications§ Cricket Communications§ EarthLink

§ Goodman Networks§ Lucent Technologies§ MCI § MetroRED Telecom

Group§ Motorola§ Nextel International§ Nokia, Inc§ Nortel Works, Inc§ Pacific Bell

§ Pocket Wireless§ Qwest

Communications§ T Mobile§ TeleDenmark§ Telent§ Unitek Global Services§ Verizon§ Vidéotron§ Vodafone Group

EXPERTISE

56 Experts

35%

19%

46%

ProcurementSupply Chain

Operations

SELECTED EXPERIENCE

§ Interim CPO. Led a full procurement function transformation throughout Europe and India at Colt Telecommunications reporting directly into the Group CFO with a mandate to deliver £25m to the bottom line within 8 months.

§ Vice President, Logistics & Supply Chain, Adelphia Communications. Responsible for redefining the Logistics & Supply Chain process, including, developing shared vision, plan and a corporate-wide team. Managed over $900M of purchase orders, a $10.5M department budget and a corporate staff of 60.

§ Director, Head of Indirect Procurement, Lucent Technologies. Ran Indirect Procurement worldwide, with $1.2B in indirect spend for IT Hardware, Software, Managed Services, Telecom, Consulting, Contract Labor, HR, Healthcare, Prescription Drugs, Travel, Real Estate, and Facilities Management. Deployed, maintained, and upgraded the Ariba purchasing application in 34 countries.

§ Director, Strategic Sourcing, Nokia Inc. Managed almost 1 billion € in global spend. Participated in cross-functional management team that redesigned the procurement. Outsourced several IT & Telecom services producing a 30% reduction in costs. Negotiated with vendors for the annual Marketing and Investor meeting, saving $1.0M.

§ Call Center Director of Operations. Recruited to turn around operations of underperforming, 600-employee call center delivering sales, customer retention, tier 1 & 2 technical support, and e-support services to as many as 750,000 customers of a leading Internet service provider. Developed team and allocated a $25 million operating budget. Maintained full P&L responsibility.

§ Group Head of Energy & NSI, Vodafone. Established a global leadership capability in the energy domain across a €1bn expenditure portfolio. Included commodity trading, global risk analysis, technology solutions and investment propositions. Market leading buying performance as benchmarked via Eurostat; delivered year on year cost reduction for 5-year period.

§ CFO, MetroRED Telecom Group. Managed global finance and led capital raising process. Key business partner to CEO and advisor to the board. Built headquarters finance team and crafted the financial/management reporting standards implemented across all operating companies. Designed business analysis/metrics to make decisions on capital allocation, pricing and org-structure.

Retail, CPG & Food


CPG Industry Capability Summary

COMPANIES

§ Align§ Anheuser Busch§ Avon§ Bausch and Lomb§ Borden§ Cadbury§ CeDo Limited§ CocaCola§ Colgate-Palmolive§ DelMonte§ Diageo§ Estee Lauder§ First Alert

§ Foster Poultry Farms§ Gallaher§ Ghirardelli§ Godiva§ GoJo§ HJ Heinz§ Hunt Wesson§ Isagenix§ Johnson & Johnson§ Kraft§ L’Oreal§ Nabisco§ Nestle

§ Newell Rubbermaid§ PepsiCo§ Procter & Gamble§ Revlon§ SABMiller§ Sara Lee§ SC Johnson§ Starlume§ Tekni-Plex§ The Clorox Company § Totes§ Unilever§ Young Living

EXPERTISE

48 Experts

56%29%

15%

ProcurementSupply Chain

Operations

SELECTED EXPERIENCE (FOOD & BEVERAGE)

§ VP of Procurement and Engineering, Foster Poultry. Responsible for all procurement and engineering activities for this $2.1B privately held vertically integrated poultry company including direct and indirect materials, field / plant capital, utilities, fleet, property, and administrative services. Staff included seven direct and 115 indirect reports.

§ Director, Global Indirect Procurement, Godiva Chocolatier. Led procurement service provider selection and roll-out/implementation of large-scale corporate co-sourcing initiative for project and category management across North America. Category management of logistics, MRO, corrugated, temp labor, agency, website, store design and construction, in-store media, and print. Created first global procurement policy accepted across all regions. Identified potential savings of $10.7M across the organization’s $83M spend and realized $2.2M in first year. Created and directed business case for key gaps of global ERP roll-out, utilizing spend management, eCatalog, eRFx, eAuction and contract management tools.

§ Director of Dairy Procurement, Kraft Foods. Managed U.S. dairy commodity procurement (milk, cream/fat, milk proteins, and whey products) with annual spend of over $1B. Developed and executed commodity hedging strategies for all U.S. dairy purchases for seven business units representing over $2B in annual spend. Led economic research and analysis to develop dairy commodity price forecasts. Managed milk price regulatory issues at both the federal and state level, including lobbying and testifying at regulatory hearings.

§ VP, Global Procurement for PepsiCo. Responsible for procurement and innovation for categories including packaging and capital equipment with an annual spend of over $1B on a worldwide basis. Served as VP International Supplier Development. Also served as VP Manufacturing and Director of Operations, Latin America for The Nutrasweet Group, Monsanto.

§ Supply Chain Executive for Dairy Products Company. Oversaw development and implementation of cross-leveraged programs including Business Insurance and CPG packaging categories. Delivered $58M annualized cost savings for client. Transformed tactical team into strategic sourcing organization spanning direct and indirect categories. Developed key supplier relationships across insurance, packaging, chemicals and payroll processing for $5.2M annual savings. Also served as CPO at Borden Dairy Company and CPO, VP Global Procurement at Godiva Chocolatier.


CPG Industry Capability Summary (Continued)

SELECTED EXPERIENCE (OTHER)

§ SVP and CPO at Revlon. Global remit with $1.2B spend in 12 countries. Led a global team of 30 people with remit to integrate procurement of all spend categories for the Colomer Group, acquired by Revlon in October 2013. Delivered annual savings of $74M. Globalized the organization, reorganizing to set up Asian and European sourcing offices. Streamlined tasks and resource allocation for media purchasing which delivered improved media spend productivity as well as savings. Delivered acquisition synergy savings for three businesses purchased, resulting in a reduction in price in more than 50% of all direct material items purchased. Reduced supplier lead times by average of 50% over three years by setting up global reporting and structuring contracts with suppliers, incorporating supplier held inventory and collaborative planning. Improved cash flow by $18M by coordinating global review of payment terms and implementing new standard terms. Also served as Operations Director Europe for Cott Beverages and Senior Purchasing Manager at Coca Cola and Schweppes Beverages.

§ Chemicals Strategic Sourcing, North America Consumer Companies for Johnson & Johnson Consumer Products. Global strategy owner for flavors and fragrances, conditioners, and emollients. NA and Latin America strategy owner for oleochemicals. Regional strategy owner for actives, preservatives, alcohol & solvents, exfollients, inorganics, wax, talc, and fatty acids/alcohols. Received Johnson & Johnson Standard of Leadership Award in 2001, 2002, 2003, and 2004. As R&D Scientist/Project Manager was responsible for developing new products for Consumer Products Worldwide Infants and Kids franchises. Acted as Consumer Products Worldwide powder technology consultant.

§ Category Manager, Affiliated Foods Midwest. Sales and marketing leadership for developing sales programs, establishing relationships with suppliers, implementing marketing plans, managing trade dollars, selling to retail, and returning value to all stakeholders. Lead role for a private label program in developing orange juice, almond milk, organic milk, coffee creamers, lactose free milk, tea, Greek yogurt, traditional yogurt, sour cream, soy milk, cottage cheese, and dips. Lead role for frozen food private label program in developing pizza, cheesecake, pizza rolls, pies, dinners, ice cream, novelties, vegetables, fruits, and waffles. Other private label development programs for premium bag coffee, single cup coffee, and dry pasta.

SELECTED EXPERIENCE (HOUSEHOLD GOODS)

§ Senior Advertising/Marketing Communications Executive at SC Johnson. Broad base of brand building success working with leading advertising agencies and blue-chip companies. Led communications for world’s best-known brands. Achievements include implementing growth strategies, reviving declining brands and successfully launching new products.

§ Senior Packaging Engineer at Unilever. Project managed new product commercialization in Food Service Division. Led key project teams to support operations and sales during aggressive divisional revenue growth resulting in 270% growth over three years. Negotiated $30M in national packaging contracts. Commercialized all packaging requirements across customers, R&E, operations, purchasing, sales, and marketing.

§ Director, Global Capital Purchases, Procter & Gamble. Responsible for purchasing strategy for global requirements for Capital (equipment, engineering, and construction). Spend exceeded $3B annually. Integrated work across 80+ sites, with over 200 purchasing personnel from multiple organizations into one, with common goals and approaches. Led an update of the competitive bidding sourcing process, including eRFx tool selection. Served as senior purchasing advisor to global engineering leadership. Also served as Director, Global Purchases Stewardship and Director, Pulp and Pulp Derivatives Purchases.

§ Senior Group Procurement Manager, The Clorox Company. Oversaw centralized corporate strategic sourcing initiative to reduce total supply chain cost and optimize supplier base. Realized >$45M annual savings on purchase of $490M in goods and services in 18 months. Managed development and implementation planning of Procurement Center of Expertise. Managed, trained, and coached leaders of teams using strategic sourcing process. Led Strategic Direction for Consortium Buying effort for indirect categories.

§ Group Purchasing Manager, Global Brand Building at Procter & Gamble. Category management responsibility for global brand package design, coupons/retail cycle based programs, third-party retail activities, and NA media planning. Delivered breakthrough solution and value to the Global Oral Care Organization as they shifted to a Global Agency Lead Model for advertising, digital, retail, media, and ER. Sourced $150M/year in spend as category manager for NA coupon, fulfillment, printing, database and email sourcing. Sourced $45M/year for global development of chemicals sourcing for perfume encapsulate technologies and surfactants.


Fresh Grocery Capability Summary

COMPANIES

§ 20/20 Produce§ ARCOP§ Albertson’s§ American Farms§ American Stores§ Amerifresh§ Bi-Lo§ Codville Co§ Custom Cuts§ Dearborn Wholesale § Delchamps

Supermarkets§ Del Monte Foods§ Duda Farms Fresh Food

§ Foster Poultry Farms§ Fresh Express§ Greengate Fresh§ Infrabaker§ Jewel Food Stores§ Krown Produce§ Minaar Canada§ Mitori Farms§ Nashville Bun Co§ Nature Fresh Farms§ North TX Food Bank§ Ocean Beauty Seafood§ Odoms Tennessee

Pride

§ Safeway Canada§ Salyer American Fresh

Foods§ Southbay Wild§ Southeastern

Groceries§ Sun Orchard Inc§ Supervalu§ Sysco§ Telles Ranch§ Tops Markets§ Unified Foodservices

Purchasing Co-Op§ US Foods

EXPERTISE

29 Experts

28%

33%

39%

Procurement

Supply Chain

Operations

SELECTED EXPERIENCE

§ Organic Ingredients Producer. Led production and warehouse teams in US, Mexico and Canada. Spearheaded a Lean Manufacturing initiative that improved thru-put at several facilities by identifying then quantifying portions of the production line that favored more automation. Conducted due diligence for potential new acquisitions. Onboarded newly acquired business units into the company, standardizing PO, Order Processing and Inventory Control system.

§ Fresh Fish Processing, South Bay Wild. Used Value Stream Mapping (VSM) to Continuously Improve Fresh Fish Processing. Before VSM, Time, Movements, and Labor were too wasteful and non-cohesive. Presented new Value Stream Mapping to simulate the new processes. The entire fish processing methodology was changed based on VSM.

§ Director of Perishables at Kehe Food Distributors. Created lean and total quality business processes and goals which dramatically reduced unnecessary inventory increasing inventory turnover and working capital. Developed new inbound freight business processes reducing overall distribution costs.

§ VP Procurement, Foster Poultry Farms. Oversaw the development and implementation of an Economic Order Quantity and Safety Stock model to round out the SAP MRP system. Moving away from fixed buying patterns of direct materials to an ABC least cost model, reduced working capital by $3.4mm and decreased exposure of obsolescence by $600,000.

§ Principle Research Scientist, HJ Heinz. Led global advanced preservation technology and vegetable protein teams to drive emerging technologies from region to region. Managed relationship with Monell Chemical Senses Center, Center for Advanced Process and Package Studies, and Penn State to initiate projects on new scientific findings.

§ Fresh Grocery Packaging Expertise. Extensive experience transitioning beef, lamb, poultry and pork to more easily recyclable PETE components. This enables a move away from foam trays with PVC overwrap and labels. Extensive experience in custom shelf life expanding solutions that Feature MAP (modified atmosphere packaging). Experience designing custom solutions allowing the elimination of soak pads for meat.


Hospitality & Food Service Capability Summary

EXPERTISE

24 Experts

21%

17%

25%

36%

Supply Chain

Procurement

Operations

SELECTED EXPERIENCE

§ Transformation Restaurant Industry. As a Senior Vice-President, Supply Chain he was charged with rebuilding the $2 billion supply chain function in order to boost value and restore the credibility it had lost with operators, employees, and suppliers. Transformed function into a respected partner generating >$150 million of benefit while contributing to 290 bps improvement in operating margin..Conceived and initiated what is now the industry’s third largest Cooperative (Wendy’s). This transformation more than tripled the available resources and value generation.

§ Gaming & Lodging. Developed and implemented program to modernize food and beverage sourcing programs for $3B publicly held regional gaming operator as part of a merger. Program including restructuring and renegotiating supplier agreements, SKU rationalization, and supporting change management.

§ Restructuring. As a VP, Global Supply Chain Restructured owned and operated manufacturing/distribution system to an outsourced. He sourced $1.6 billion in spend and led manufacturing/distribution system of 400+ associates serving 43 countries, generating profit of $30 mill. Strategic Alliance furthermore released capital and avoiding further investment of more than $30 million. Centralized sourcing efforts by leveraging all brands, minimizing SKUs, and vendor reduction resulted in savings of $100+ million.

§ Profit Improvement Consultant. Conducted comprehensive spend analysis for activist hedge fund for a publicly held casual dining chain in its portfolio. Analyzed both direct and indirect category spend as well as occupancy & SG&A cost. Developed plan to deliver $16M in savings in 180 days. Hedge fund enacted plan that achieved 23% gain in share price for the company.

§ Program Manager. Led $16M sourcing wave for indirect spend categories that resulted in $5.2M in implementable savings for a $1.2B restaurants company in a take private transaction.

§ Hospitality Industry. Owned an extended continuous improvement team addressing all operations at 34 domestic resort operations, with successful applications in hotel, restaurant, beverage etc.

§ Strategic Sourcing. For a $1B food service company, worked to design and implement a strategic sourcing program to reduce costs. Captured average cost savings of 12% for the spend categories addressed.

Multi-Discipline

COMPANIES

§ Alliant Foodservice§ American National

Can§ Black Angus § Buca Di Beppo§ Buffalo Wild Wings§ Burger King§ Caesar’s

Entertainment§ Checkers Restaurant§ Chiquita Brands§ Domino’s§ Dunkin Brands

§ Famous Dave’s§ Fresh City§ Fresh Express§ Harrah’s§ Little Caesar’s Pizza§ Penn National Gaming§ Peter Piper, Inc.§ PF Chang’s§ Pizza Hot§ Qdoba§ Rainforest Café§ Red Robin§ Romano’s Macaroni G.

§ Starbucks§ Starwood Hotels§ Sysco Foods§ TooJay’s Restaurants§ UNO’s Restaurants§ Unified Food Services§ US Foods§ Yorkshire Restaurants§ Yum! Brands§ Yorkshire Restaurants§ Yoshi’s§ Wendy’s§ Wyndham Hotels

01/2019


Packaging Industry Capability Summary

EXPERTISE

25 Experts

SELECTED EXPERIENCE

§ Procurement Transformation. Led a North American corrugated sourcing effort covering 90 facilities and $60M of spend for a leading global specialty packaging manufacturing. Introduced an analytical cost modeling approach, which combined with traditional strategic sourcing techniques, generated over $9M of sustainable savings.

§ Packaging Automation. Oversaw food manufacturing and facility reconfiguration. Completely reengineered the facility manufacturing process from ingredients and packaging materials in receiving through finished goods at shipping. Scope included redesign and consolidation of all process systems for soup and oriental production.

§ Consumer Products Strategic Sourcing. In an FDA-regulated environment, led project to mitigate risk in key chemical and packaging categories through cost benefit analysis of single source provider arrangements and implementation of alternative arrangements where indicated.

§ Global Strategic Sourcing. Project managed multi-functional team on a global strategic sourcing initiative for plastic components (bottles, closures, triggers, labels, trays, film/sheet, and specialty injected parts) that included make vs. buy analyses that resulted in 20%+ savings. Experienced with international negotiations. Served as consultant to category teams sourcing fragrances, contract packaging and consumer insight. Established protocol for data warehousing and risk management of category content.

§ Value Analysis/Value Engineering. Reduced packaging costs in excess of $18M, (~50% of total project savings goal) through strategic sourcing, VA/VE, and process improvements.

§ Procurement Leadership. Led global purchasing organization of 60 people based in the United States and Western Europe that purchased $900M in raw and packaging materials for global food & beverage business.

§ Product Development. Developed and implemented numerous food packages that included box and carryout bag, wraps, rigid food containers, promotional packaging, plastic "cruiser" drink cups, pouch material cost reduction, and conversion from can to pouch. One of these package types (a family of rigid food containers) provided a cost savings of $2M while at the same time greatly increased package function, aesthetics, and consumer appeal.

COMPANIES

§ GlaxoSmithKline§ HJ Heinz§ HP§ Intel§ Johnson & Johnson§ Kraft Foods§ Mattel§ MEBCO§ Nabisco

§ National Packaging Solutions§ Nestle§ Newell Rubbermaid§ PepsiCo§ Procter & Gamble§ Ralcorp Holdings§ The Clorox Company § Unilever

52%

26%

22%

Procurement

Supply Chain

Operations


Retail Industry Capability Summary

COMPANIES

§ Abercrombie & Fitch§ American Eagle§ Angler Empire§ Ann Inc.§ Barnes and Noble§ Best Buy§ Campbell’s Soup§ Circuit City § Coca Cola§ Costco§ Diversified Distribution§ Dollar General

§ Godiva§ Ghiradelli§ Heinz§ Home Depot§ JoAnn Stores§ Kmart§ Kraft General Foods§ Linen N’ Things§ Long Drug Stores§ Lowes§ Nabisco§ Neiman Marcus

§ Nordstrom’s§ Nike§ Office Depot/OfficeMax§ Proctor & Gamble§ Sears§ Service Management

Group§ Target§ TJ Maxx§ Toys R Us§ Under Armour

EXPERTISE

64 Experts

31%

30%

39%

Supply Chain Procurement

Operations

SELECTED EXPERIENCE

§ Procurement. Created cross-geographic, cross-functional procurement councils at Office Depot on critical commodities. Reduced costs through product leveraging, eAuctions, and aggressive negotiations. Company was combining elements responsible for procurement into single centralized organization. Actions saved $30M+ in first year. Created company policy and procedures for centralized procurement during transition from PeopleSoft to Oracle ERP. Initial assessment identified $40.6M in savings.

§ eCommerce. Founded Private Label Brands and Imports within Groupon’s eCommerce platform (NA, EMEA and LATAM.) Established the concept and managed the brand identities of 7 private label brands across 7 distinct channels (hard and soft home, furniture, apparel, intimates, footwear, consumer electronics and sport and outdoor), for 15 countries while directing a team of designers and Product Development Managers/ Directors to translate product direction into trend-relevant options matching customer needs (while adhering to OTB constraints). Efforts of 700% Q/Q CAGR growth resulted in +30% mature comp sales and +43% incremental GM, and an AUR increase of 26% within one product cycle.

§ Merchandising. Direct report to President and CEO of Murphy Oil, member of Leadership Team. Managed $2.4 billion in annual sales revenue. Managed a team of 4 Category Directors, Director of Analytics, Director of Space Management, 6 Category Managers, 5 Category Analysts, Inventory Management team of 2, and 4 Category Specialists. Designed and implemented an award winning design for the 3450 prototype building. Designed and implemented the 1200 prototype building. The 1200 building is now our standard for organic expansion. Negotiated all major 2016 Merchandise contracts and generated in excess of $250M in rebates.

§ Value Engineering. Significant cost reduction in categories ranging from simple to highly complex requiring by value engineering and strategic sourcing $443M over five years that improve gross margin and reduce operating expenses with cost reduction opportunities of up to 70% savings, average 22%.

§ Supply Chain Re-Engineering. Managed a comprehensive supply chain re-engineering project that converted a national retail store chain from a direct store delivery environment to a regional DC environment. Performed network analysis, negotiated new buying terms with vendors, contracted with transportation companies, and assisted with implementation. Net annual savings were in excess of $18M, with an ROI of 37%.


Media & Entertainment Industry Capability Summary

EXPERTISE

23 Experts

21%

4%

61%

Supply Chain

ProcurementOperations

SELECTED EXPERIENCE

§ Vice President & Chief Procurement Officer, Time Warner Cable -Responsibilities for sourcing Consumer Premise Equipment, Headend, Hub and Data Center Hardware, Software and Materials, Call Center, Outside Plant Materials and Contractors, all SG&A categories & Asset Lifecycle Management. On track for savings of approximately $200M over 12 months.

§ Strategic Sourcing Manager, Warner Bros. Entertainment, Inc - Manage relationships with both internal WBEI clients and external vendors for media, creative, market research, publicity, promotions, POS/POP, premium/promotional merchandise, and music licensing and publishing deals

§ Vice President, Procurement, iHeartMedia - Corporate officer brought in to establish a parent-level sourcing organization, spearheading aggressive efforts in the post-LBO organization. Initially targeted domestic categories that maximized immediate reportable earnings impact, efforts extended internationally and across categories to align with long term, sustainable improvement goals. Established spend performance analytics within the business to draw attention to waste, developed organizational and supplier performance reporting to establish accountability, and deployed continuous improvement practices to build a challenger mindset..

§ Vice President & GM, Sales and Marketing, Imagik – Privately owned company that designed, manufactured and sold Aviation Monitors for In Flight Entertainment systems on Commercial Aircraft. Led the rapid expansion of the company from a provider of in-flight entertainment peripheral equipment into a company with a complete range of aircraft monitors sold directly to the airlines. Implemented aviation quality programs from procurement to manufacture, development and type approval of a complete range of monitors. Developed strategy that allowed a startup company to compete directly with large OEM’s.

§ Media research and trends expert - Consumer-centric focus on content and brand consumption across traditional media, digital media, sports and entertainment platforms. Has consistently worked to successfully guide media companies with their monetization strategies of content across platforms and distribution models by leveraging a deep and focused understanding of how the consumer engages with content across all platforms, devices and distribution channels.

COMPANIES

§ Aegis Media§ AOL Time Warner§ BezeqSat§ British Broadcasting Corporation§ CBS Sports§ Digital Media Communications§ Donica International§ Fox Broadcasting Co§ iHeartMedia, Inc§ Imagik Corporation§ Media General, Inc§ Mediakabel§ NBC Olympics

§ Nielsen§ Rogers Communications, Inc§ Rombach Media House§ Telestra§ The CW Television Network§ The Walt Disney Company§ Time Warner Cable§ Universal Pictures International§ Verizon § Vidéotron ltd§ Warner Bros. Entertainment, Inc.§ Warner Brothers International§ Worldspace Corporation

02/2019


Rail/Public Transit Industry Capability Summary

COMPANIES

§ Amtrak

§ A.P. Moller – Maersk Group

§ Aurizon

§ Bendix Commercial Vehicle Systems

§ Blue Bird

§ CN Rail

§ CSX

§ Dallas Area Rapid Transit

§ First Group USA

§ MV Transportation

§ National Express

§ New York City Transit Authority

§ Network Rail

§ North American Car

§ Ryder Corporation

§ Saudi Arabian Airlines

§ Tiger International

§ TUI Airlines

§ Via Rail

§ Wabco Westinghouse

Procurement

Operations

EXPERTISE

35 Experts

SELECTED EXPERIENCE

§ Supply Chain Consolidation. As Head of Procurement, Rail Division, U.K., built

centralized purchasing/supply chain accommodating four key government rail

divisions with >£200M spend. Delivered £8.7M cost efficiencies, consolidated four

companies into one division, designed operating model, processes and structure.

§ Procurement Transformation. Recruited by CSX to reengineer the purchasing

organization. Accountable for $500M in purchases for engineering and IT including

strategic sourcing, inventory control, contract management. Categories included:

plate steel, rail & rod steel, electronics, subassemblies, heavy equipment, major

contract services, and outsourcing.

§ Public Transit Maintenance & Reliability Leader. Designed and implemented

transformative maintenance and reliability programs for major public transit orgs.

These programs deployed the latest best practices and leading technology

consistently delivering increased asset utilization, lower maintenance costs, greater

vehicle availability, and improved service. Clients included a Hong Kong bus line,

NYC Transit, NY Central District Mass Transit, and Dallas Area Mass Transit.

§ Strategic Sourcing Manager, Maersk Group. Responsible to deliver market-

leading value in the world's largest transportation and logistics company, addressing

a total spend in excess of USD $30B. Led sourcing projects in trucking, rail, and

inland container terminal services and logistics, including warehousing and

consolidated container load services. Designed training material, conducted training

workshops in Italy, Denmark, and Greece. Exceeded savings targets.

§ Fleet Acquisition. As Transportation Manager institutionalized and led a corporate

railroad negotiation process saving $14.5M+ in first year. Led the rail fleet

acquisition, utilization, and maintenance projects saving $4M over the first two years.

§ Reliability & Maintenance, Operations/Supply Chain Improvement. Responsible

for maintenance, repair, overhaul management, and integrated logistics support of

railroad and military mobile equipment and components with Via Rail and CN Rail.

§ Complex Consortium Negotiation. Negotiated optimal positioning in consortium

bidding for a $10B greenfield rail and port project.

§ VP, Maintenance and Engineering. Developed and led fleet maintenance program

of 7K staff and a 160K vehicle vehicle fleet at over 850 locations throughout the U.S.

and Canada, generating $3.3B in revenue. Drove compliance of fleet policies and

procedures while implementing continuous improvement efforts in processes,

operations, engineering & reliability, quality assurance, and customer service.

56%30%

14%

Supply Chain

ProcurementOperations


Transportation and Logistics Capability Summary

COMPANIES

Manufacturing:§ BASF§ BP§ Celestica§ Coca Cola§ Compaq§ Cummins§ Ford Motor Co.§ Grace§ Masonite

Retail/Services:

§ Aramco Services§ Barbara Jean’s Holdings§ Kaiser Permanente§ Lowe’s§ Nalco§ Office Depot§ Pacific Gas & Electric§ Westinghouse § WoodPellets.com

Transportation/Logistics:

§ Amtrak§ BAX Global§ Conrail§ FedEx§ IL Central Gulf Railroad§ Lykes Lines Limited§ Norfolk Southern§ Ryder§ UPS

EXPERTISE

81 Experts

35%

18%13%

10%

9%

8%7%

Logistics

Ocean

Warehouse

SELECTED EXPERIENCE

§ Rapid Improvement Teams. At a fast-growing personal care products company, a focused Tenzing Rapid Improvement Team engaged with the current client team. Within one week they were implementing much needed improvements: “5S-ing” the receiving area, improving raw material planning accuracy, implementing Kanban in the pick-pack-ship line, redesigning the QA lab schedule, and more. These actions reduced inventories by $14M on increasing sales while improving service levels. All this while allowing daily operations to continue unfettered and implementing sustainable processes for continuous improvement.

§ Logistics Outsourcing. Outsourced logistics for $2.3B global chemical client realizing 15% cost savings and managing transition risk. Selected 4PL for better sourcing leverage, freight planning, and load management. Designed new ISO 9000 and SOX compliant business processes and IT integration plans for over 40 sites. De-risked implementation through use of DFSS methods including FMEA.

§ Logistics Leadership. Led a global logistics organization of 450 employees for a major chemical distribution company. Managed $325M of inventory, $120M of freight, world wide production planning, transportation management, import/export processes, $40M private fleet operations, SH&E activities within global logistics, and supply chain liaison to business units.

§ Transportation Leadership. Led the overall fleet maintenance program of approximately 7,000 employees and a fleet of 160,000 vehicles at over 850 locations throughout the U.S. and Canada (generating a total of $3.3B in revenue). Drove the compliance of fleet policies and procedures while implementing continuous improvement efforts in processes, operations, engineering and reliability, quality assurance and customer service.

Truck

Fleet

General

Rail

Capability Summaries by Sector - Tenzing · 2019-04-04 · §Scotia Bank §Shawmut Bank §TD Bank...

Documents

Transcript of Capability Summaries by Sector - Tenzing · 2019-04-04 · §Scotia Bank §Shawmut Bank §TD Bank...