Jake Coenraad

Responsible for execution and strategic direction of Continuous Improvement, Enterprise Productivity, and Operating Model functions. Company-wide exposure with executive leadership sponsorship.

Manage and develop a diverse team while providing strategic direction across $200M+ annual spend within mechanical commodities. Enthusiastic mentor, coach, and champion of developing talent within ISC.

Responsibilities: ● Provide leadership for category managers, analysts, and interns both direct and indirectly structured. ● Provide Executive level monthly dashboard and weekly critical supply constraint reviews. ● Develop 3-5 year roadmaps for Category Strategies.

As the Category Manager of Indirect, I own all sourcing for the indirect materials used in the Americas. I moved into this role which was created to supoort the business transition as it was sold by Eaton and acquired by Danfoss. A few of my recent achievements include: • Lead an average of 10 – 15 supply chain projects to drive continuous improvement for all materials in the indirect category. • Manage the portfolio of projects that enable cost savings across the indirect category for the region. • Utilize data and technology to effectively balance a high volume of materials while building out systems. • Partner with suppliers to find opportunities for cost-savings and win-win strategies enabling growth.

Prior to the Danfoss acquisition of Eaton Hydraulics I managed all indirect supply chain categories for 15 plant locations across the Americas. I did this by facilitating benchmarking and implementing systems or processes to support productivity and efficiency. I also gathered requirements from dispersed stakeholders and build the project plans for the supply chain initiatives. As a result, I regularly negotiated, drafted, and managed the contracts with suppliers to drive profitability.

I joined Eaton before it was acquired by Danfoss as a Supply Chain Cost Out Leader. In this role, I supported the supply chain analysis and continuous improvement initiatives. I led the roadmap planning for essential processes and systems that impacted the supply chain project performance. I also managed the category prioritizations and stakeholder relationships while establishing alternatives to navigate changing market dynamics. This enabled me to identify and secure profitable partnerships with suppliers that created long-term success of the category. Some of my accomplishments in this role included: • Managed the portfolio of cost-out projects for direct materials. • Spearheaded the pivot from the managed service provider to preferred vendor relationships that yielded cost savings while improving the quality of relationships at multiple US locations. • Led procurement project executions, managing resourcing and costing of direct materials with ongoing oversight of up to multiple RFQs at any given time. • Developed and managed the annual financial strategy for direct and indirect materials for operations outside the US.

I returned to the Twin Cities when I was recruited to join Polaris as a Senior Supply Chain Engineer. I joined the supply chain department to design solutions and vet suppliers for the global manufacturer and distributor of off-road vehicles and outdoor equipment. During this time, I led a number of cost-saving initiatives including the consolidation of the distribution systems to create cost savings. As a result, I was regularly creating and monitoring KPI to ensure execution of the initiatives in the highly matrixed global environment. A few of my wins during this time were: • Supervised the logistics intern by providing hands-on leadership and opportunities for talent development. • Developed and coordinated the implementation of network optimization projects to contribute significant yields in annual savings. • Led negotiations and managed related spending for the enterprise supply chain logistics department. • Worked across the global supply chain to identify and implement cost savings initiatives.

Political Science and Global Studies