Objective

I’m broadly available and willing to relocate for the right full-time opportunity. Please include details about the job scope, leadership and management style within the company and reporting structure. Ideally, seeking a Executive Leadership position (VP/Director) in supply chain, procurement or strategic sourcing. With consideration to industries, my skills are transferable to a wide range of categories. This will include automotive, aerospace, consumer products, utilities, oil & gas, telecom and construction / engineering. These are just a few of the many categories that are good possibilities.

Summary

Gary McKown

Executive Supply Chain / Procurement Leader

Peak performance Purchasing/Supply Chain executive with wide ranging experience developing, leading, planning, organizing, and evaluating high-performing teams and processes. Dynamic self-motivated team player and collaborator with an unparalleled work ethic and track record for exceeding aggressive goals; supporting market share gains, margin pick-up, and critical metric step level improvement. Expertise includes workflow planning and optimization, resource development/mentoring, continuous improvement, contract negotiations, vendor management, and risk management. Strong relationship builder, highly capable of partnering with colleagues, vendors, staff, and administration. Innovative forward thinker, organized and detail oriented, with proven strengths in prioritizing and managing multiple tasks to drive top performance. 

 

Budget Preparation · Contract Negotiations ·Contract Management ·Expense Control ·Purchasing/Procurement · Inventory Control ·Supplier/Vendor Management  ·  Strategic Sourcing ·

Policy/Procedure Development · Project Management · International Business · Process Improvement · Team Building/Development ·Oracle/SAP/Ariba ·Lean/Six Sigma ·  Supply Risk Management

Career Achievements

  • Transformed organizational structure, re-engineered roles, developed and mentored staff and improved and standardized processes of an underperforming organization, resulting in savings of 200%+ versus goal.
  • Created globally consistent and leveraged inventory process, including tools and procedures to address all inventory segments, which reduced inventory 25% over two years.
  • Restructured procurement group and instituted new methodology to improve performance in quality, service and costs, also reduced structural costs by 30% by effectively leveraging resources and supplier management techniques. 
  • Implemented, orchestrated and led annual supplier conferences to align objectives with key suppliers. Effective dialogue with supplier executives, contributed to 50% on-time delivery improvement.
  • Implemented GM common purchasing processes in China, focusing on capital equipment, construction and indirect materials and services, consistently saved 20-30% on capital expenditures through effective negotiations and training/mentoring of local national staff.
  • Generated $27.9M in material savings over a four-year period, representing an average annual cost reduction of 6.5% over that time frame. 
  • Led negotiations resulting in $100M change cost reductions within the construction contracts with local firms, and supported implementation of GM’s lean manufacturing processes. 

Work History

Work History
2005 - 2010

Worldwide Supply Chain

Flowserve

VP Worldwide Supply Chain 2008-2010 

·Reported to Sr. Vice President & Officer, President Flow Solutions Division.

·Led global supply chain organization, establishing processes and creating strategies aligned with business objectives.

·Created business model to increase profitability and OEM/Field Service customer satisfaction.

·Increased supplier on time delivery by 50% over a four year period.

·Provided strong leadership for a staff of fifty-five (55) supply chain associates in Europe, Middle East, North and Latin America, and Asia Pacific.

Director, Worldwide Supply Chain 2005-2008

·Strong focus on organizational restructuring to create strategic and tactical work channels, in order to leverage spend and / or processes globally.

·Transformation plan included new organization structure implemented within six months, resulted in a positive income contribution during first year, exceeding cost savings goals by 200%.

·Instituted global commodity teams to manage and execute global and regional strategies, leveraged resources, processes and spend.

·Implemented Top Supplier Focus process to initially stabilize supplier on-time delivery performance, and substantially improve results over time.

·Executed first divisional global supplier conference to deliver leadership message to key supplier executive management, driving improvement in key performance metrics year over year.

·Implemented robust processes to manage $75M inventory value, aligning cross-functional departments and resources to support aggressive cash management objective, actions resulted in 25% inventory reduction over a two-year period.

2000 - 2005

Purchasing Manager

General Motors
2005
  • Moved through different purchasing management roles encompassing a range of commodities - metallic fasteners, outsourced services, glass, grills / emblems, fascia and plastic body panels.
  • Managed metallic fastener commodity including strategic direction and global sourcing. Accountable for assessing organization status and developing executable plan to achieve $10M incremental savings within 2005. Responsible for $550M spend.
  • Steel volatility was major hurdle to meet objectives, began development of steel price indexing model, and negotiated with key vendors and drove cost reductions resulting in $1.5M savings within first week.
  • Initiated strategy to increase competition using unprofitable parts from aligned supplier’s portfolios, generating good will with key suppliers, and expanded supply base to increase competition long term.

 2003-2005

  • Appointed to develop and implement strategic vision of corporate global outsourcing initiative, including contracting methods, supplier assessment and selection, $850M spend.
  • Served as business unit project manager responsible for back office support implementation.
  • Implemented outsourcing initiatives which saved over 50% in structural costs.
  • Engineering contracting strategy saved 28% ($15M) annually, converted to fixed price concept.

2000-2003

  • Managed a staff of 18 initially decentralized resources, supporting North American (US, CAN, MEX) assembly plants.
  • Consolidated and restructured work group and implemented vendor management concept, which drove 30% structural cost reduction, and 300% quality improvement (PPM).
  • Implemented benchmarking methodology, using data to drive negotiating strategies, generating 4.5% cost savings versus less than 1% historical performance and Total Cost supply chain negotiations, generated incremental savings of 10% on a major new truck program.
  • Led low cost country initiative (China/Korea) for procurement of emblems, realizing 35+% savings.
1997 - 2000

Purchasing Manager - Capital & Indirect Purchasing

General Motors - China

  • Served as Purchasing Manager for the Capital & Indirect Purchasing $1.5B General Motors Joint Venture Based in Shanghai, China, which included managing the procurement organization for a new automotive joint venture.
  • Coached and led a team of 15 buyers in the overall strategy and outsourcing process including supplier selection, contract negotiations, and product launch.
  • Sourced multiple phases of capital equipment requirements for five diverse, co-located, lean manufacturing facilities.
  • Successfully delivered the project on time, and under budget, which led to GM Chairman’s Honors Award recognition.
  • Consistently saved 20-30% on M&E sourcing activities versus benchmark costs.
  • Negotiated $100M cost savings in construction change orders from local vendors.
  • Established GM sourcing process with Chinese buying team, and implemented GM lean manufacturing service programs.
1985 - 1997

General Motors

Senior Buyer-Warren/Pontiac, Michigan 1991-1997
  • Led the International Die Creativity Team, responsible for procurement and coordination of stamping dies to support GM stamping facilities Worldwide.
  • Responsible for Construction Services and Material Handling Containers.
  • Successfully negotiated contracts for 3 commodity areas which contributed 20-35% savings annually, ($30M in Stamping Dies, $20M in Construction Services, and $15 M in Material Handling).
  • Initiated and piloted supply chain strategy for direct steel tube procurement program generating $5M incremental savings.

Buyer and Analyst-Romulus, Michigan 1988-1991

  • Responsible for procuring full range of MRO supplies, capital equipment and services to support a large engine manufacturing facility.
  • Established and chaired successful task force to define chemical management program requirements, and direct re-sourcing of the contract worth $10M annually, reduced program cost 35%.
  • Created benchmark process, which was the first incentive based contract at the site.

Supervisor and Material Systems Analyst-Pontiac, Michigan 1985-1988

  • Accountable for supervising 10-15 hourly material department employees in various departments in engine manufacturing operations, which included assembly, machining, crib storage, shipping and receiving.
  • Maintained material department inventory records for the manufacturing complex.
  • Interacted with hourly employees responsible for physically inventorying material.
  • Provided training and pilot program coordination.

Education

Education

Associate of Arts

Macomb Community College

Skills

Skills

Supply Chain Leadership

Drive out costs, boost profit margins and applying best practices, develop supply chain and procurement management organizations to deliver breakthrough business improvements.  By implementing world class supply chain processes, successfully exceeded objectives with General Motors and $4.6B Flowserve, Inc.   Establish and maintain disciplined supply chain management processes Develop aggressive strategies to meet material cost and inventory reduction targets Foster innovation and creativity to solve complex problems Develop leaders and upgrade caliber of teams Managing supplier relationships for long term benefit of both company and supplier