Kate Getty, CPIM

Led team of 26 associates with a $2M budget plan which was responsible for all aspects of the service organization: Customer Service (call center), Service Transaction Processing, and Materials Management. Oversaw 26 service centers nationwide in regard to facility/lease management, inventory management and fleet management.

Managed $75M spend related to direct and indirect activities while ensuring compliance was maintained to FDA and ISO guidelines for all purchasing and manufacturing planning activities. Super user for ERP system for all supply chain, manufacturing, inventory management and distribution operational activities. Led a team of nine staff made up of buyers, service procurement specialists, planners and admin.

Executed $20M spend related to all direct and indirect activities. • Conducted ERP integration as Project Manager, making process improvements to support medical manufacturing activities and completing project in 8 weeks. • Identified and implemented cost savings programs for office supply buy by standardizing on 1 vendor. • Introduced MRP program for secondary manufacturing site, eliminating post-it note practices and reducing processing time by 30%.

Managed $20M spend related to all direct and indirect activities for a FDA registered Medical Device manufacturer. • Led materials department in ISO 13485 certification audit without any findings. • Identified 13% cost savings in sheet metal spend by consolidating purchasing activities by product group leading to improved inventory management and build planning. • Identified $18M error in supply spend configuration for commercial equipment and administered process to correct. • Aided Finance team with analysis of data resulting in $1M+ reduction in errors for commercial equipment.

Assist department in various administrative duties while also learning more about technical aspects of the business. • Managed and closed two separate field actions required by the FDA. • Drafted and documented procedures for performing installation and service work required by ISO to maintain 100% compliance. • Facilitated opening of 3 separate remote service facilities. • Identified as one of six key team members asked to relocate operations from Kent, WA to Minnetonka, MN with zero downtime. • Project Manager for item number conversion for 3,500 parts as well as updating associated drawings and documentation.