John Guerin

SPX is a multi-faceted Company ($2B and 5,000 employees) in large scale, heating, cooling industrial systems and equipment, electronics, optical and mechanical systems integrated with software solutions. Leading a Sourcing and Procurement team of seven Buyers ($60M in spend, 29,000 purchases, 2,000 active suppliers, 33,000 active materials) in electronics, electrical, mechanical, optical, software, and service commodities for two Orlando facilities and service depots. Implemented commodity strategies to drive $1.5M in savings in an inflationary market, Built an entire Key Process Indicator portfolio for Sourcing and Procurement to drive organizational and team performance goals. Implemented practices to reduce non-stock purchase, receiving, and invoice transactions by 50%, Consolidated the active supply base by 40% through progressive leveraging techniques.

Expanded a part time expert network consulting business established in 2009 to a full time business after being laid off by DRS in March, 2017.

L3Harris is a $50B multi-national Corporation that was recently formed five years ago with the merger of Harris and L3. They are primarily based in Florida but with operations all over the US. Managed $300M in material spend for contract manufacturing, optics, electronics, mechanicals, metal fabrication and communication systems in support of the design and manufacture of engineered military night and heat vision goggles and laser targeting systems for aerospace and defense applications. Directed $300M in spend across 300 suppliers, 5,000 active materials, 15,000 Purchase Order lines with 12 Buyers. Implemented a Production/NPI Buying Team transformation and reallocation of work along commodity lines in two months, Executed strategies to drive improvements in the competition and procurement to Government and Small Business requirements, Improved Supplier On-Time Delivery from 75% to 88% in three months.

Honeywell Aerospace and Defense is a $20B division of Honeywell that has domestic and international operations throughout the world. Leading a Procurement organization in two of Honeywell largest Aerospace electronics plants in the US. Manage a team of 20 buyers, 15,000 parts, 65,000 transactions, $125M in spend for two production locations in design and build of mechanical, electrical, and optical assemblies, and external contract manufacturing. Implemented strategies to reduce material shortages by 35%, Successfully outsourced our entire plating operation to one supplier driving over $1M per year in savings and avoiding $4M in capital improvements needed to support ongoing operations, Awarded by Boeing (largest customer) customer delivery performance improvements moving our site from Probation status in 2017 to Silver status in 2019.

DRS Technologies was a wholly owned subsidiary of the Leonardo Corporation. DRS had five divisions in the US. The Melbourne plant was one of three plants in the Land Electronics and Electronics, Optics, and Infrared Systems divisions. Actively managed $110M in material spend for all contract manufacturing, electronics, communication systems, and optical commodities, New Product Introduction Buying and Bid & Proposal support teams. Competed, executed, and implemented the largest contract manufacturing (printed circuit assemblies) transition in division history ($35M) in eight months driving $6M in savings and improved quality and delivery performance while reducing contractual risk, Drove the development and competition of a $50M optics assembly award from the long-time incumbent driving $12M in hard savings while improving product design and first pass yield, Implemented process improvements and standardized work in New Product Introduction and Bid & Proposal teams.

BWXT is the nuclear equipment spin off of Babcock and Wilcox. It has eight domestic plants in the US and is the only remaining US manufacturer of nuclear engines for submarines and aircraft carriers. Managed $400M in spend and 85 Buyers, Supplier Quality and Material Engineering Inspection across all eight sites. This entailed all aspects of Procurement, Sourcing, Subcontracting for direct materials, indirect services and equipment and Supply Chain Quality requirements for all nuclear equipment and fuels manufacturing and corporate applications across eight site locations. Led the restructuring and centralization of the entire Supply Chain organization driving $49M in hard cost savings on $401M in spending in first full year, Led Travel Management, Corporate Credit Card programs, and Facility Management for all Corporate satellite locations, Implemented policy and procedural changes necessary to pass the upcoming Corporate Purchasing System Review from the Federal Government, Identified and Implemented numerous SAP reporting, policy and process changes (Outline Agreements, Hands Free Purchase Order generation, Delegation of Authority and Electronic requisition and approval processes) to streamline transactions and improve the timeliness of requirements communications to our suppliers.

The Sterling, VA plant was a $300M business chartered to design, build, test and certify Flight Simulators for Military and Commercial Aircraft customers and manufacturers. Responsible for the Procurement, Sourcing, and Subcontracting of all materials and program services in three facilities: Sterling, VA, Salt Lake City, UT, and Warrenton, VA. Manage a staff of 26 Procurement, Sourcing, and Logistics professionals supporting $75M in material spend and $12M of inventory per year in Government and Commercial aerospace applications, Received the Rockwell Collins' Chairman’s and Supply Chain Achievement Award in 2015 for completing the largest material sourcing efforts in STS history: Driving 27% material cost reductions, $600K inventory reduction, supplier consolidation from 63 to 25 suppliers, and lead-time from 65 to 21 days for $15M per year in spend transitioning sources from foreign to domestic suppliers,

The Rockwell Collins' Portland, OR site produced helmet mounted and heads-up guidance systems for commercial and military aircrafts since 1985. Manage the entire supply chain operation for a $300M manufacturing location (from $50M in three years), Manage Logistics, Receiving and Shipping for a $20M/yr warehouse, Lead a team of 33 professionals: ten (10) Buyers, (15) Logistics, three (3) Subcontracts Managers, two (2) Supply Chain Quality, three (3) Application Engineering personnel, Attained Lean Champion status leading one enterprise-wide Requisition to Pay Lean event, and six major value stream events regarding material flow, new product introduction, manufacturing, and engineering change events over 18 months, Received a Supply Chain Achievement Awards for the execution and implementation of competitive bids and transition of 175 circuit card assemblies consolidating the supply based from five suppliers to two and Machined and Sheet Metal, and Investment Castings awards driving down cost by 35% and inventory levels by $5M.

PacifiCorp was an investor owned utility covering parts of six northwestern states until purchased by Berkshire Hathaway in 2006 and is now part of the Mid American Energy Group. Managed a small four person sourcing team supporting major transmission and distribution equipment and construction contracts in support of a $5B transmission infrastructure expansion. Created and Implemented an “Engineer, Procure and Construct” sourcing methodology and contracting process to shift risk and improve schedule compliance from the suppliers. Top performer in a Procurement organization of 55 professionals with savings of over $14M for 2007 (40% of department total contribution), Led the Design and Implementation a Company-wide eSourcing (Procuri) application, Successfully managed and directly procured numerous capital equipment areas over the last four years: o Power Transformers – $30M/Year - Implemented the first major equipment purchases in China, Mexico and Brazil – First to implement Letter of Credits, and Five Year Warranty requirements, and Guaranteed Continuous Improvement Savings into major equipment purchases. Provided Material Planning and Inventory Management for 58 locations ($58M in Inventory, $120M in Consumption). Led a Team to improve SAP automation opportunities to migrate the organization from a transactional to a strategic focus. Implemented Guaranteed Lead-time and Guaranteed Continuous Improvement programs in numerous commodity areas.

Sappi Fine Paper an international paper company based in Johannesburg, South Africa with divisions in North America, Europe and South Africa. Hired as an individual contributor responsible for all design configuration, data conversion, business process development, training and communication within the Requisition to Payment (Master Data, Purchasing, MRP, Receiving, Inventory Management, and Payment) structure for our $50MM SAP implementation based on EDI/eCommerce concepts. Built a small master data and EDI team to ensure formal data quality compliance and expand our electronic transaction capabilities with our suppliers, Developed policies, protocols, and strategies for the conversion and management of our centralized master data catalogs (135,000 material master and 25,000 vendor master records). Awarded the designation of one of Top 50 EPROCUREMENT leaders in the United States in ISOURCE Online, January, 2001 and profiled in their February, 2001 issues. Achieved 55% (66,000 items) of all Purchasing transactions, and 26% (26,000 items) of payments settled electronically through the use and development of EDI within 18 months. In 2000, I was charged with building a capital procurement team to support six site locations to support $250M in capital allocated in 2000 for major equipment upgrades and additions in the US.