Thomas Diehl

Establishes and leads the overall supply chain direction and strategic initiatives for Nanticoke Memorial Hospital and Nanticoke Physician Network organizations to improve patient quality outcomes and satisfaction, increase operational efficiencies, and reduce cost. Plans, organizes, staffs, and directs all aspects of the Materials Management department; responsible for capital and supplies procurement, GPO and locally negotiated purchasing contracts, inventory and logistics, receiving and distribution processes, and compliance with hospital regulatory requirements. • Cost Reduction: Directed a “should cost” RFP for Orthopedic and Cardiovascular physician preference items that yielded standardized capitated price schedules and $1M in annual savings. • Problem Solving: Led multiple cross functional and departmental continuous improvement initiatives utilizing formal problem solving tools to simplify processes, reduce cycle time and cost, and eliminate non-value activities/waste. Achieved FDA DSCSA compliance and reduced the NPN pharmaceuticals spend by removing physician office inventory silos, streamlining vendor distribution channels, and realigning drug purchases and oversight through the hospital. • Automation: Improved hospital efficiencies and productivity by converting from paper to on-line requisitions, EDI purchase orders, electronic invoicing and updates to vendor price schedules. Cutover hospital PAR locations to barcode systems; eliminated key-in transactions and shifted to real-time inventory movements.

Implemented North America supply chain plans and developed strategies for the $1.4B Dow Consumer & Industrial Solutions business. Identified and led improvement opportunities within existing value chain configurations that fit growth objectives and assured business supply chain requirements were met at the lowest possible cost to serve, while maintaining agreed to service levels to customers. Was accountable for the regional supply/demand balance and resolved tactical imbalances with internal supplying businesses and manufacturing plants to minimize supply disruptions. • Cost Reduction: Led a cross-functional value chain improvement project with a key brand owner and cutover 7.5MM lbs of volume at 10 Ecolab ship-to locations that yielded $0.4M in annual savings. Ecolab and the Dow Knoxville plant appreciated the seamless change and both achieved filling & dispensing efficiency gains. * Quality: Independently analyzed and trended Floor Care contamination & sedimentation complaints. Enrolled Quality and Product Stewards at the West Hill and Charlotte plants in the RCI and correction action to improve output quality and preserve $5.6M in sales coming out of the two Dow plants that supported Dow Floor Care customers. • Transportation: Recovered $0.2M in cost savings by assisting account managers with revisions to delivered customer price schedules. Collaborated with Henkel/Dial to quantify savings opportunities and ROI associated with converting emulsion polymer shipments from bulk truckloads to railcars at their St. Louis and Hazelton plants. • Product Scale-Up: Led the DURAGREEN 4373 product scale-up from a pilot reactor in Croydon, PA to production batch quantities at the Charlotte, NC plant to meet commercial requirements.

Was responsible for leading the Materials Management employees, automating processes, improving quality, reducing total overall cost, increasing internal customer satisfaction, and improving hospital operational efficiencies. Planned, organized and directed all aspects of the Materials Department at Nanticoke Memorial Hospital, LifeCare at Lofland Park long-term care facility and 15 Mid-Sussex physician locations. Had primary responsibility for capital and supplies procurement, GPO group purchasing contracts and negotiation, inventory management and insured compliance with hospital regulatory requirements. * Logistics/Transportation: Eliminated non-value logistical steps, reduced freight costs and improved purchase order to receipt cycle time for remote physician offices by standardizing to primary vendors for medical-surgical & housekeeping supplies, implementing formal "bill to/ship to" processes and not forcing volume through the hospital distribution process. * Cost Control/Reduction: Converted the hospital GPO from Premier to HealthTrust Purchasing Group, which provided for a $1M first year annual savings based on an $18M spend.

Developed and implemented the global planning, procurement, production control and inventory management strategies for the diagnostic test kit and antibody product lines. * Strategic Planning/MRP: Determined future horizon material and capacity requirements, reduced obsolescence/expiring inventory scrap costs, and improved delivery performance by developing and implementing S&OP, MPS, and value-delivery system processes. * Vendor Sourcing & Cost Reduction: Generated a 42% cost reduction by validating a new OEM enrichment-media supplier, which yielded $0.4M in annual savings. * UK Restructuring: Eliminated intercompany function and work duplications in Europe ERP database; reduced excessive amount and valuation of SKU inventory 9% in UK third-party contract warehouse. * Product Rationalization: Eliminated 147 buy and 23 make products with low profit/revenue contributions or manufacturing/supply chain constraints while heading water-quality product rationalization project; cut total SKU and LT products 40%, from 425 to 255. Recruited to transition manufacturing/supply chain operations from reactive to proactive and create manufacturing structure to support expansion strategy. Produced diagnostic-test kits for agricultural/GMO, food-pathogen, and water-quality markets. * Quality Improvement: Lowered 2007 production-labor variances 50% and achieved a 38% productivity increase; implemented lean-manufacturing protocols that improved quality and efficiencies in high-volume, lateral-flow, test-strip product lines. * Capital Procurement: Delivered 27% reduction in BOM standard cost through improved sourcing and validation of tools and systems. Cut direct labor hours and increased 2007 kit-product gross profit from 56.2% to 60.2%. * Plant Closure: Closed California instrument production facility in 2005 and executed analyzer-outsourcing agreement with OEM that generated $0.2M in annual savings.

Polymeric Manager, March 1997-January 2000. Selected by COO to lead fastest growing CMP product line with annual revenues of $65M. Oversaw 24/7 Newark plant with 122 manufacturing employees. * Staff Management: Boosted productivity 30% and improved direct-labor efficiencies by increasing throughput and improving asset utilization. * Capacity Planning: Created a global supply strategy for the Delaware, Arizona, and Rodel-Nitta plant in Japan. Strategy met redundant multifacility capability requirements, disaster contingency, change control, and supply continuity for platinum and gold customer requirements (Intel, AMD, Texas Instruments, IBM, and SEH America). * Delivery: Lowered backorders from 11.6% to 1.7% of sales during period when annual growth increased 70%. * Process Improvement: Reduced polyurethane cast-molding, line-process cycle time 58% and increased first-pass yields 17%; led total asset utilization (TAU) cycle-time-management program for make/market core business processes. Director of Materials, April 1995–February 1997. Established supply-chain-management division; brought structure, centralization, and uniformity to fragmented organization. Directed 3 managers and 43 employees, $35M in annual raw-material purchases, and $15M in annual capital purchases. Oversaw accuracy and integrity of MRP system. * Procurement: Delivered $4M in material-cost savings and avoidance in two years; led joint 3M/Rodel project that generated $0.5M in annual raw-material cost reduction as well as safety improvements in roll-goods handling and transporting. Manager, Textile Products August 1987 – March 1995. Facilitated company’s explosive global sales growth from $22M in 1987 to $69M in 1995. Manager, Elastomer Products January 1982 – July 1987. Played critical role in turning around a $2M operation and increasing gross profits.