Kevin Sestrich

A leading international manufacturer of premium-branded, precision-cutting tools for forestry, agriculture, ranching, and construction, Oregon Tool serves customers in 110 countries worldwide. • Lead global sourcing for raw materials, vended products, and indirect categories (MRO, CapEx, Distribution, Corporate Services) representing $265M in annual spend. Built and executed a sourcing strategy that aligns with customer needs, delivering above plan cost savings of 3%+ net of inflation. • Member of the Executive Leadership Team reporting to the CEO. Oversee 10 direct reports and a global team of 200 across four continents with a $30M operating budget. Develop leaders, coach regional teams, and drive a culture of accountability. • Manage strategic supplier relationships through RFPs and MSAs, ensuring effective collaboration with Product, Engineering, Finance and Operations. Provide hands on leadership in resolving contract renewals, pricing, negotiations, and performance issues. • Own the company’s global distribution strategy across North America, EMEA, and APAC, managing multi node warehouse networks that support both pallet based B2B distribution and high volume e commerce fulfillment. • Develop and execute annual procurement and logistics business plans, tracking progress through KPIs covering cost, quality, delivery, and sustainability. Use data and market insights to strengthen category strategies and supplier partnerships while mitigating risk and market volatility. • Direct logistics operations with $40M+ in spend, overseeing carrier selection, RFPs, and contract negotiations that drive measurable cost and service improvements. • Launched the company’s SAP Ariba B2B platform, streamlining indirect procurement, & improving spend transparency.

• Led the identification, evaluation, and approval of cost-optimized and high-quality sources of raw materials. Managed $100M in total sourcing spend across the Packaging, Steel, Paint, and Electrical/Mechanical Components categories. Drove continuous efforts to centralize procurement processes, hedge against inflation, mitigate risk, and improve supply chain operations globally. Managed 3 direct reports, 7 indirect resources, and an annual budget of $2.5M. • Enhanced processes, renegotiated with suppliers, and implemented strategic procurement practices. Addressed process gaps between our main steel mill and processing center providers, implemented raw material hedging strategies with key vendors, and eliminated consignment stock that had significant carrying costs.

A global leader in lawn care, gardening, hydroponics, and pest & weed control, Scotts Miracle-Gro (NYSE: SMG) has 6,500 employees and generates $3.55B in annual revenue. • Led a team of 3 Buyers with full responsibility for $1B in indirect spend across multiple categories, including CapEx, MRO (Maintenance, Repair, and Operations), Logistics, and Corporate Services. Managed key MRO partner relationships with leading providers in the space, including Grainger, Fastenal, Atlantic Packaging, and multiple global logistic carriers. • Achieved $3M in year-over-year savings for TL/LTL RFPs through the optimization of 4,000 shipping lanes across 80 carriers. Additionally, implemented supply chain sustainability programs, including Scope 3 initiatives, which substantially reduced emissions company-wide. • Developed and executed category plans for IT, MRO, and CapEx, driving over $600k in annual rebates through large-scale MRO initiatives. Led procurement policy creation company-wide, facilitated sourcing initiatives via monthly VP-level discussions, managed $100M in indirect logistics spend, and optimized carrier relationships to achieve $3M in annual savings. • Negotiated favorable leasing terms for over 1,200 pieces of material handling equipment and the sales auto fleet, implemented a lease-to-own strategy, and achieved over $1M in cost savings.

• Managed RFPs to achieve cost savings targets for Capital Expenditures, MRO (Maintenance, Repair, and Operations), and General Services. Optimized financial operations by consolidating over 800 accounts across 79 locations. Built critical new partner relationships by conducting comprehensive evaluations of potential suppliers, including capabilities, risks, and cost structures. • Spearheaded the planning and seamless execution of 13 capital projects related to equipment, machinery, IT services and hardware, vehicles, and facilities. Delivered a total of $430k in cost savings through strategic budgeting and the optimal allocation of all available resources. • Onboarded a new rail vendor to provide turnkey switching and repair services, which improved operational efficiency while cutting annual costs by $100k (30%). Negotiated new parcel agreements to secure higher-tiered discounts, including a $200k rebate. Adopted sustainable procurement reporting practices, eliminating inaccuracies across 600 utility vendor accounts.

• Led the development of processes and procedures for CapEx submissions, SAP Ariba onboarding activities, and end-user training, supporting $300M in annual procurement volume. Evaluated and documented internal systems and processes, which contributed to the development of a comprehensive procurement systems roadmap. Provided proactive procurement support to 50+ manufacturing facilities by assisting with Ariba purchase orders, contracts, invoices, and credits. • Analyzed data on indirect material budgeting and cost savings to enable effective decision-making on behalf of the Indirect Procurement team. Achieved aggressive cost savings targets by managing the procurement process and directly negotiating contracts with Indirect Buyers. • Developed and implemented vendor scorecards to evaluate performance and drive continuous improvement. Defined and tracked metrics related to the accounts payable process for indirect vendors. Instituted regular vendor meetings to maximize performance, address Ariba catalog issues, and communicate catalog updates, including pricing changes and discrepancies.

The world’s leading manufacturer of industrial tools and storage, outdoor power equipment, consumer products, and engineered fastening systems, Stanley Black & Decker generates $15.3B in revenue. • Managed purchasing activities, negotiated with internal and external strategic partners, and successfully procured materials to meet production targets, encompassing $200M in sourcing spend annually. Managed a team of 3 direct reports and one indirect resource. • Spearheaded New Product Development (NPD) sourcing practices, working closely with Product to meet all requirements for vended and manufactured products. Collaborated with international suppliers and manufacturing partners to drive a substantial improvement in profit margins. • Developed and maintained mission-critical relationships with Maintenance, Repair, and Operations (MRO) vendors and Packaging suppliers. Investigated any supplier non-conformance issues, led root cause analysis efforts, and implemented effective corrective action plans. • Monitored inventory levels and implemented efficient inventory management strategies to optimize stock levels, prevent stockouts, and reduce aged inventory. Introduced consignment packaging inventory, which reduced holding costs by 20% and boosted supplier performance by 15%.