Brandon S.

Deployed a robust sourcing strategy, supplier development initiatives, and a technological development roadmap for a high value global supply chain. I delivered $11M in annual cost savings by qualifying three new international suppliers, reducing single source dependency and strengthening the supply base supporting Mexico’s in house manufacturing operations. To improve operational flow across a major product line valued at $850M, I drove a site repositioning initiative that cut backlog by 35%. This required close engagement with executive leadership and coordination with a $52B Tier 1 supplier to realign capacity and delivery priorities. I developed a structured project pipeline for a $267M portfolio spanning 119 suppliers, securing executive funding to offset $31M in projected inflation within the five year STRAP. Additionally, I redesigned the supplier transition process, reducing cycle time by six months and cutting approximately $1.2M in qualification costs per project.

As a Sr. Category Manager, I executed complex supplier negotiations and implemented operational risk mitigation initiatives across a $135M portfolio. I protected business continuity by negotiating a critical last time buy for an obsolete component, mitigating $175M in Q4 revenue risk and ensuring uninterrupted production. I partnered closely with leadership and financial stakeholders to strengthen supplier payment strategies, coaching 35 Category Managers through advanced negotiation frameworks that extended 180 day terms for 17 suppliers covering $68M in annual spend. I also secured long term agreements with seven key suppliers, safeguarding the continuity of $37M in annualized demand. Working with chief engineers, I drove a multi part redesign initiative that refined component tolerances and reduced manufacturing costs by 35%. To elevate supplier reliability, I coordinated on site production assessments and implemented more stringent contractual requirements, improving overall supplier performance from 550 PPM to 150 PPM.

Managed long‑term category planning across a complex supply base. I collaborate with engineering, operations, and executive leadership to align sourcing strategy with business objectives. I strove to ensure continuity of supply and drive measurable cost improvements across critical aerospace components. I leveraged executive level relationships at an industry leading aerospace supplier to negotiate an offset of $7.5M in price increases tied to a failed subcontract project. This allowed me to obtain leadership buy off on a technological investment at the supplier allowing them to recoup their lost investments. Another achievement of my role was enhancing inventory efficiency and strengthening material readiness. I expanded the VMI program by integrating $14M in critical components, improving site inventory‑holding costs by 15% and increasing production‑line availability for high‑demand programs. This effort supported both operational stability and broader working‑capital goals.

In my 2nd rotation, I executed strategic sourcing initiatives focused on risk mitigation, contract optimization, and long‑term cost stability across key supplier partnerships. I orchestrated a full restructuring of Intellectual Property terms tied to several prime acquisition candidates, mitigating $10M–$20M in potential year‑over‑year price increases and strengthening Honeywell’s negotiation position for future buyouts. To improve operational transparency, I pioneered a global contract‑execution tracker that consolidated milestones across regions and functions. The tool increased visibility, standardized communication, and compressed cycle times by eight months, ultimately ensuring that no contracts approached the 24‑month expiration window. I also negotiated a $600K supplier claim reduction, resolving a critical contract dispute and removing a major hold that had stalled extension negotiations. This allowed the team to resume strategic discussions and protect continuity across a high‑impact product category.

My first rotation involved production planning for Honeywell’s highest‑revenue product line, maintaining a 93% On‑Time-to-Request performance while helping the business exceed quarterly revenue targets by $18M. I worked closely with operations, sourcing, and manufacturing teams to ensure build readiness, align material availability, and manage constraints across a fast‑moving production schedule. I also trained a team of 12 planners on an automated staging‑phase tool that reduced manual data entry by 50%, improving accuracy and freeing up planner capacity for higher‑value work. Additionally, I optimized inventory levels across multiple sites by reallocating 35 healthy part outlines, driving a 15% reduction in backlog and improving overall supply chain flow.

Supported Honeywell’s Boeing account by coordinating operations across Workflow Specialists, Cell Planners, and Quality Engineers. Through targeted process improvements and issue‑resolution efforts, our team reduced Q2 Customer Production Return Orders by 72%, significantly strengthening operational reliability and customer satisfaction. I rebuilt and automated Honeywell’s customer operations site tracker by restructuring large, complex data sets in Excel. The redesigned tool improved data integrity, streamlined manual inputs, and created a more scalable, maintainable reporting process for the operations organization. To improve demand accuracy, I conducted year‑to‑date and month‑over‑month analyses to identify consumption‑based order discrepancies. Partnering with the data analytics team, I helped automate the override process—resulting in more accurate sales orders and fewer downstream fulfillment issues. I also managed high‑value part orders for a major customer, ensuring precise inventory alignment and real‑time updates within SAP to support seamless order fulfillment. In addition, I consolidated supplier order‑fulfillment metrics and delivered weekly performance reports that enabled Customer Managers to address past‑due items and drive targeted improvements across the supply chain.

During my time with Navistar, I partnered with Engineering, Finance, and Accounting to streamline Navistar’s Tariff Governance Procedure. The improved process was formally adopted into the Navistar Purchasing Manual in PeopleSoft, reducing administrative friction and strengthening cost‑control workflows. I also developed a standardized Purchasing Policy, supporting flowcharts, and a formal procedure to systematically remove obsolete parts from supplier contracts. This initiative improved data accuracy, contract integrity, and supplier alignment across several product categories. To support strategic sourcing, I built Tableau dashboards and reporting tools that highlighted cost‑saving opportunities and informed sourcing strategies. I organized these initiatives using structured Salesforce entries, ensuring that insights translated into actionable procurement plans. Finally, I created a currency‑exchange negotiation model in Excel to improve supplier cost discussions and support new‑business cost analyses. Additionally, I coordinated RFQs, contract updates, and pricing changes by working closely with production plants, new suppliers, and Accenture’s offshore team helping ensure timely onboarding and clean system alignment.

Led operations, product oversight, and cross‑functional development for Arrowsight’s audit‑camera solutions used across hospitals, construction sites, and food processing facilities. I managed the full lifecycle of a high‑impact product line that enabled real‑time detection of safety, sanitation, and OSHA compliance risks. I oversaw a remote audit team based in Huntsville, AL, ensuring consistent daily audit completion that strengthened customer visibility into workforce safety performance. By refining audit workflows and reporting standards, I delivered weekly performance summaries to executives and client leadership—directly contributing to a 55% reduction in compliance misses for newly onboarded customers. Beyond operations, I partnered with R&D and supply chain teams to drive development of a ruggedized next‑generation camera unit. The project achieved a 12% profit margin at launch and reduced product return rates by 35% within the first month, improving reliability and supporting long‑term scalability.