Paul Stevenson CPIM

Responsible for all Caterpillar Power Electronics, Advanced Energy Storage Systems procurement strategies. Work directly with design engineers on multiple projects for new product introductions. Work with outside suppliers for cost management, delivery schedules, material availability, along with quality requirements. Aligning supplier solutions to new product introductions $80M annual spend.

Responsible for 94.5% of all expenditures in Komatsu America's Peoria Manufacturing Operations Business Unit, Supply Chain activities for our Global Parts Distribution Center, and our Global Re-manufacturing business. (Between 60-80 million per month) Lead a team of 8 professionals in supplier management, procurement operations and customer service to three value streams (manufacturing, Reman, Global Parts DC. Develop and report monthly and yearly inventory forecasts and expenditure reports to sustain our manufacturing operations for Komatsu America'a Peoria manufacturing plant and Reman demands. Reconcile raw material, work in process, finished inventory and inventory reserve outlook performance monthly for executive management. (Collectively between 80-140M/month) Lead process improvement initiatives such as Kiazen, 5S and lean manufacturing strategies into an administrative environment to find ways to improve performance and enhance productivity results.

*Managed the renewal parts availability and forecast demand for key parts in Komatsu’s Mining Division (EDT) product for North/South America and Africa totaling over 2,800 units in the global mining business. Annual sales of just over $300M * Built a global forecast of long lead time and high value renewal parts ensuring local distributors and affiliates support their customers with zero unplanned production disruptions to their overhaul business. While also ensuring my fleets maintained a 95% production rate with down time for only planned maintenance evolutions and unforeseen mine emergencies. *Worked with 6 Regional Parts Sales Managers to analyze their individual markets and help identify missed sales opportunities along with declining market shares and developed action plans to regain lost revenue and market share in Komatsu’s global mining operations. Helped to combat third party vendors undercut our pricing models and provide valuable service and quality for our customer’s overhaul business.

*Managed the most complex and highest visibility suppliers within Komatsu America Corporation-PMO’s Purchasing department. Responsible for the management of over 600 million dollars of purchased parts each year, ensuring high dollar purchasing forecasts are accurate and materials are delivered within correct manufacturing timelines and limits. *Developed relationships with key suppliers to ensure high dollar inventories are properly managed and inventory controls are regulated in an effort to effectively manage company resources. Improving procedures to enhance supplier predictability and masterfully manage Komatsu’s most unpredictable suppliers, General Electric/Siemens/Cummins High Horsepower Engines. *Planned and implemented new product introductions from suppliers to manufacturing production lines, ensuring a smooth transition from old to new parts and ensuring all inventory is consumed as planned. *Key player in long term agreements with key suppliers (Cummins Engines, General Electric and Trinity Manufacturing) in an effort to control pricing increases and maintain profitability thus enhancing overall business relationships. *Managed Quality Cost Delivery (QCD) standards for major suppliers. *Key player in the 5S implementation within PMO manufacturing, improving productivity and safety.

* Provided first rate customer service that focused on service before during and after the sale which increased scholarship and graduate placement by nearly 300%. * Developed Outside Sales and Marketing strategies and managed the relationships between the US Navy and University of Illinois, Illinois State University, Bradley University and 7 smaller colleges and universities’ engineering and business colleges, building lasting relationships with faculty staff and student bodies in an effort to place their best graduates into Naval Management positions. * Staff training officer, developed and implemented training and professional development program ensuring all team members were qualified in sales applications, coaching and interpersonal communications and management. * Initiated leads development and tracking system to enhance the quality and quantity of leads.

* Initiated and lead an innovative outside sales management program for 32 sales people/counselors, focusing on a complete customer service strategic philosophy, marketing and sales techniques for team members. This individual personnel development initiative increased new market share by 47% and we were ranked #1 in Kansas Missouri and Illinois. * Developed production reviews, quality assurance guidelines and accountability standards for each team member which increased program retention (no lost business) by 30%. * Coached and mentored 6 office managers throughout Central Illinois. Developed leads for each office and tracked these leads to ensure they were being worked and closed. *Designed and implemented a success training system for new employees ensuring they were able to meet and exceed minimum standards during their first 6 months with our team. This success system was also used for struggling team members to enhance their performance and bring them into compliance standards. * Revitalized Diversity and Equal Opportunity awareness programs. * Initiated and lead an innovative prospecting/sales/marketing program that emphasizing a one on one coaching approach focusing on targeted marketing strategies, analysis, and business development through relationship building, satisfying customer needs and closing techniques. This individual personnel development increased production quality and quantity from 77% goal attainment in 2005 to 124% goal attainment in 2006 and 2007. * Developed quality assurance guidelines and accountability standards which reduced program attrition by 30%, saving over 1.4 million dollars in training, travel and logistic expenses incurred for new contract placement. * Directed 6 diverse staffs throughout Central Illinois (PEO, BLM, CHA, DEC, SPG and QCY).

*Hand selected to assume duties as the Director of Production Management and Training after an untimely departure of the previous Director, covering Virginia, West Virginia, Southern Washington DC and Northern North Carolina. Implemented a vision of empowerment for management staff that enabled our team to meet and exceed all assigned goals with minimal training and oversight. Managed 16 million dollar budget. *Directed 8 Sales Managers, 48 individual crews and 165 staff members resulting in over 1,100 new contracts and managing over 1,000 current accounts (for a total of 2,100) through out the Mid-Atlantic District. *Overhauled the standing training program for all levels of production and production management, to include leadership, oversight in production reviews, quality control and need satisfaction sales techniques. This training program directly resulted in increased quality and quantity of new business development, contract placement and account management. Equal Opportunity Advisor/Administrator, increased diversity awareness and program management.

* Hand selected to assume duties as the Director of Outside Sales Production and Training after an untimely departure of the previous director. Implemented a vision of empowerment for management that enabled our team to meet and exceed all placement goals with extensive training and oversight. * Directed 8 Sales Managers, 48 individual offices (165 sales staff members) in Virginia, West Virginia, Southern Washington DC and Northern North Carolina. Overhauled the standing training program for all 165 team members and sales managers and shifted the focus of our business operations to a customer service based initiative which decreased our program attrition by over 20% (lost business) and increased our production and referral business by 17%. * Trained sales staff in business development strategies, marketing techniques, leadership, daily/weekly/monthly production reviews and accountability standards for each individual team member. * Project Manager for the integration of Active Duty and Reserve recruiting components, resulting in a seamless transition for team members and managers. *Developed and implemented success training program for team members to ensure they were able to meet minimum compliance standards which directly resulted in an increased quality and quantity. * Designed continuation panels for substandard performers to analyze production effort vs results to determine if they were to continue with their positions or remove them from their production assignments.

I held several positions during this period of time in Chicago- (all with the U.S. Navy) In my first year, I was as the office Manager in Peoria, IL (we were very successful), so my Director of Operations moved my family and I to Chicago where I joined his training team, I would go to any of his offices in the Chicago metro that experienced difficulty making its assigned production goals to provide analysis and consulting for that office staff. I basically showed them how to do their job with direct coaching and on the job training. My time on this training team was lauded as "the best in the nation" by our national training team. I was assigned to the training team for 2 years; during my final 2 years in Chicago I was promoted to Outside Sales/Operations Manager where I lead 5 offices and 32 crew members in diverse areas of Chicago metro through the Northwest Chicago suburbs (Waukegan, Round Lake, Crystal Lake, Rockford and Elgin). This position was very challenging and rewarding. When I came to this team we were ranked 54 of 56 in the central United States, and within our first 12 months, I developed this team and we shot for the stars! At the end of our first competition cycle we were ranked number 12 of 56. I was named the most improved manager of the year for our Region. (Chicago, and suburban Chicago, Southern Wisconsin and Northern Indiana). I developed and implemented custom training program for my team and our area. Focusing on each individual geographical area and the talents of each team member. My training program and production oversight, resulted in 64% increase in production for 32 crew members. I was also the only manager to meet diversity goals and milestones while serving as Equal Opportunity Advisor/Administrator.

*Lead 6 offices and 32 crew members in diverse areas of Chicago metro through the Northwest Chicago suburbs. Providing expert analysis and oversight, our team increased its competition ranking for production from number 54 of 56 in our region to number 12 of 56 in the first year. This production achievement enabled me to be named the Most Improved Production Manager of the Year. (Chicago, and suburban Chicago, Southern Wisconsin and Northern Indiana). Facilitated 1.5 million budget and assets. *Expertly implemented an innovative training program, resulting in 64% increase in production. The only manager to meet diversity goals and milestones while serving as Equal Opportunity Advisor/Administrator.

* Supervised 38 technicians in operational preventive/corrective maintenance of marine engineering systems. * Operated 1200 pound Steam boilers power plant, main propulsion machinery, power systems, emergency diesel and gas turbine generators, electrical generation and distribution systems, pumping systems, and machine shop equipment. All engineering applications applied. * Responsible for 3 welding and fabrication shops, familiar with all ferrous, non-ferrous and cast steel. * Managed and developed training plans, policies and schedules for 8 engineering divisions. * Attended Naval metallurgy school and provided professional consulting services to other fabrication shops. * Safety Officer- maintained safety records and provided daily/weekly/monthly safety reports, investigated mishaps and provide process solutions and preventive measures to reduce or eliminate risk. * Planned material maintenance management operations / scheduling / management programs. * Vast experience and certifications in all types of welding applications (SMAW & GMAW). Certified Emergency High Pressure Welder (G6). * Assigned to 3 different ships, improving their safety programs, maintenance programs and training departments.