Garett Bluemn

▪ Team manager responsible for three analysts and accountable for seven strategies in execution for one of H.B. Fuller’s largest teams, encompassing $250M in regional spend. Individually responsible for leading development of EVA and mPO strategies.
 ▪ Enhanced strategic focus by coordinating innovation sessions with two key suppliers. These partners are heavily sole sourced in our formulations and the sessions directly led to relationship improvements and delivered nearly $1M in savings for 2024.
 ▪ Deepened my business connections by serving as “Sourcing Single Point of Contact” for two business segment leaders. Through selling the value of Sourcing to these leaders, they have communicated improved satisfaction to GSS leadership and used me as sounding board for their Segment Strategy development activities.
 ▪ Supported commercial team by delivering four “Global Hot Melt Category Feedstock” presentations to our largest single customer at H.B. Fuller. These presentations provide feedstock insights that support the pricing action of our commercial team. This customer has communicated the value of our meetings and has accepted the quarter-by-quarter increases in price.
 ▪ Participated in three formalized trainings focused on Category Strategy and led three teams through the strategy process.

▪ Sourcing Team Manager in direct materials space responsible for North America Specialty Chemical Distribution category ($55M) as well as Global Category strategy development and execution ($120M globally) ▪ Collaborated with regional counterparts and cross-functional stakeholders to develop and execute Global Category strategy which delivered nearly $5M in hard cost savings within the first year of execution in N.A. alone ▪ Led payment terms negotiations for the Distribution Category, focusing on key partnership relationships. Throughout 2023 I secured payment term extensions ranging from 10 to 30 days on $30M in annual spend by offering tailored programs that would increase H.B. Fuller’s relevance with these partners ▪ Enhanced management skills by participating in a six-week management program titled “Building Management Skills.” This internal training assisted in building my network of managers across departments and provided key insights to managing experienced employees

▪ Oversaw and executed contracting process for critical Strategic Partnership managed services vendors and aid organization in managing the unique risks that arise in outsourced services agreements as the concepts are new for the organization ▪ Managed key operational activities for Strategic Partnership vendors and partner with Strategic Vendor Management Group to ensure all internal and external stakeholders are informed of updates and developments on critical technology engagements ▪ Collaborated with Procurement Operations manager to identify opportunities for purchase order expansion across the organization and by selling and influencing key leaders on the concept we were able to accomplish an increase in percent of spend on Purchase Order of 10% (2% in 2019 to 12% in 2020) ▪ Partnered with Asset Management stakeholders to negotiate revised fees schedule with Mortgage Loan Management System provider resulting in $470,000 in savings upon signature of contract ▪ Delivered over $1,000,000+ in savings to the organization annually ▪ Served as “procurement mentor” for Management Rotational program associate where I provide an overview of procurement as a function and identify ways for them to gain tactical experience in Procurement projects

▪ Managed $80 million in South East Asia Capital equipment and construction spend achieving $3 million in annual savings ▪ Coordinated Sourcing activities for APAC “Pace Setter” disruptive technology projects across 10 manufacturing sites ▪ Partnered with Engineering clients to negotiate removal of $500,000 in Tuas New Site construction variation order claims ▪ Led vendor evaluation and consulted on selection process for Indonesia manufacturing site architectural redesign and construction works ▪ Delivered critical equipment deployments on time and under budget by developing strong relationships with international and local client bases ▪ Successfully completed a comprehensive Internal Audit of category spending activity with no findings or management recommendations ▪ Project examples include project management leadership on the 3M Singapore HQ and Customer Technical Center relocation and driving the Tuas manufacturing site expansion from piling works to closure of the contract.

▪ Global category manager for Laboratory Equipment and Laboratory Supplies, with responsibility for all contracts and an annual spend totaling $40 million ▪Managed projects and bid packages for IT Professional Services category and executed statements of work to support critical consulting projects ▪ Negotiated 3-year contract extension with Global Laboratory Supplies vendor offering $45,000 rebate at contract signing; 2% reduction in list price across all supplies categories; and removal of fuel surcharge costs on all orders. ▪ Coordinated Global Helpdesk RFI amongst nine vendors across four geographies and developed C&E Matrix to aid 3M Global Service Managers in down selection for RFP ▪ Achieved $400,000 in 2016 cost reduction by leading the 3M Corporate Hangar site in jet fuel lock ▪ Led 3M US Manufacturing Sites in Natural Gas and Electric categories achieving over $200,000 in cost reduction for 2015. ▪ Established and presented a Business Objects training overview for Capital Equipment Sourcing Teams resulting in increased clarity around intricacies of BI4 and decreased errors in report generation ▪ Collaborated with 3M China Sourcing to outline and determine UNSPS Code changes from a global perspective and discussed how Sourcing partners categorize spend worldwide ▪ Managed APAC vendor search for automotive molded goods where shifting supply provided $350,000 in cost reduction ▪ Simplified Fuel Surcharge Reporting data inputs and calculations reducing monthly reporting time from three hours to 30 minutes ▪ Led projects for a variety of both Direct and Indirect commodities, including Outsourced Manufacturing & Hard Goods, Logistics, IT Professional Services, Energy, Lab Equipment/Supplies, and MRO

▪ Counseled and advised business school students through one-on-one appointments regarding career search, resume building, and professional correspondence ▪ Administered demonstrations to equip students with skills to be able to utilize career tools such as the Edge, the Carlson school's online recruiting system

▪ Employed DMAIC project management techniques to develop an improved inventory replenishment process that eliminated cases on hand by 57% and reduced inventory spend by $7,315.55 ▪ Formalized inventory replenishment process via Standard Operating Procedures and Work Instructions for all relevant stakeholders which was rolled out to additional facilities within the year ▪ Shadowed activities ranging from Production Operations to customer facing Sales Operations in order to experience the company’s end-to-end Supply Chain

▪ Developed process to manage the floor storage area of warehouse holding 200,000 cases of product that saved over $6,000 annually ▪ Designed monthly product rotation program following First In First Out principles to minimize Out of Date losses ▪ Performed weekly warehouse continuous improvement activities including Gemba walks and inventory audits ▪ Completed 72 hours of individual leadership training at required Leadership Conference

▪ Managed reorganization project of warehouse containing 10,000 parts for regulator systems ▪ Developed new inventory identification system to minimize order fulfillment time and miss-pick errors ▪ Completed project within the seven week deadline required by management to ensure readiness for annual physical inventory ▪ Honed leadership qualities by scheduling and managing meetings with the entire Operations department