Natalie Tienor

Working closely with top Global Distribution partners in EMS space to improve Operational KPIs through development of global standards, communication of strategy, and feedback loops.

• Support raw material and subcontract requirements including cost, quality, technical, and schedule requirements in a low volume, high mix environment; saving over $343K annually through low cost sourcing as a team • Identify and qualify new suppliers for outside services while supporting lead time reduction, improving quality, and increasing profit margins • Attend daily production meetings with current updates on job status; expedite and prioritize orders at subcontract operations while directly supporting OTD goal of 90% • Resolve supplier’s quality issues and negotiate on rejected materials or processes final disposition; return to vendor, rework, and issue debit memos with associated costs • Negotiate with suppliers while assisting customer service on large quote requests to win orders with best possible price and lead time • Reached an average of 7.7 inventory turns versus budgeted 6.8 during volatile market conditions; improved inventory organization and structure for TriVista audit • Trained new buyer for processing orders, system navigation, and engineering print review • Developed best practices, created work instructions, and conducted training for the successful implementation of a multi-site ERP system, Epicor

• Developed and employed short and long-term processes establishing value realization in the procurement process; reducing 4 days from internal process time • Anticipated and mitigated organizational issues that could impede the success of Purchasing • Adapted to new circumstances in response to new information or company development, and worked in ambiguous situations while developing departmental processes • Established interdepartmental communication and processes within the company while managing deployment of supply chain projects including processes, tools, and change management

• Developed a “SMART BOOK” for the SAP business system processes containing 26 sections • Analyzed and conducted semi-annual lead time review and updated lead times for over 2,000 parts • Assisted in POC each month using effective communication with global suppliers via phone and email • Managed annual spend of $5.6 Million to include MRO, VMI, and other commodities • Prioritized tasks in accordance to company and departmental goals while utilizing team collaboration and strategic planning skills to meet deadlines with accuracy while managing and delegating tasks to the high school intern • Updated and tracked metrics (weekly/monthly/quarterly) such as on time delivery within 3 days of SAP and vendor promise, debits, corrective actions, and year to date cost savings (target of 5%)