James V. Kinney

Urb. Ciudad Massó – 2^nd Street #B-14 – San Lorenzo, PR 00754-3609 – Tel. 787-736-6516

Objective

Seeking a position of significant stature within the Sourcing or Logistics Departments that maximizes my strategic and analytical mindset, and creative problem solving capabilities.

Background Summary

Extensive experience in progressively responsible roles within the Sourcing and Materials functions in demanding self-directed multi-plant environments. Considered to be a creative professional who possesses strong analytical, strategic, and negotiating skills, is organized and seeks to continually improve operational efficiencies in areas of responsibility. Possess excellent abilities to deal with new technologies and concepts, and to perform as a change agent in the organization. Fully Bilingual (English/Spanish) and computer literate.

Professional Experience

Caribe GE Industrial Systems – Bayamón, PR 1989 – 2001

Indirect Material Leader 1998 – 2001

Responsible for non-direct purchases and services for ten (10) plants with three (3) commodity Buyers as direct reports, and ten (10) Material Requesters, reporting indirectly. Among purchases and services made and negotiated included Purchased Services (Medical Plan, Security Services, Janitorial and Landscaping, etc.), MROs, and Equipment (Company Vehicles, Production and Office Equipment, etc.).

Supplier Program Leader 1996 – 1998

Direct Material Leader 1994 – 1996

Electronic Commerce EDI Program Leader 1993 – 1994

Supplier Cycle Reduction Leader 1992 – 1993

Senior Buyer – Purchased Parts 1989 - 1992

Early Professional Experience

Knogo Caribe, Inc. – Senior Buyer Planner

Storage Technology, Inc. – Senior Buyer/Planner

ITT Qume Caribe, Inc. – Buyer, Sub Contract Administrator, Expediting Supervisor

Major Accomplishments

· The Purchasing System was transitioned from an in-house system to an integrated worldwide GE Oracle system. Was responsible for $42M purchasing budget with $20M of contract negotiations. Increased value-added activity through operational effectiveness while ensuring OSHA VPP Supplier Compliance. Saved 10% ($2M) in contracts and reduced the Supplier Base from 1,200 to 500 through increased leverage of Primary Suppliers.

· Identified the need to integrate and consolidate external and internal warehousing services in an effort to reduce costs and provide better service among ten (10) plants. Negotiated with major suppliers to create strategic supplier managed stocking locations. These efforts reduced external warehousing costs by $40K and internal warehousing by 5% providing additional space for value-added activities.

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· Identified an opportunity in the delivery system that often required duplicity of effort and caused lags in delivery time between suppliers and the plants. Created an Inter-Island Transportation System that enabled deliveries between the ten (10) plants within six (6) hours. Reduced overtime by 20% and reduced costs by $380K by farm-in of work and increased efficiencies.

· Costs associated with Southbound Air shipments were driven by stock outs, poor planning and schedule increases resulting in multiple emergency shipments and some coordination failures. Worked with plants to determine root cause and established a specialized Transportation infrastructure. This resulted in improved coordination and reduced emergency shipments. Obtained a savings of 8% in these shipment costs, equivalent to $250K.

· With the support of 10+ direct reports, expanded and integrated all Cycle Reduction, EDI, ISO, Cost Out & Productivity Projects, Bar Coding, and System Programs. This resulted in increased operational effectiveness and incremental value added services. Was responsible for a commodity budget of $51M that was reduced by 6.8% or $3.5M. Also obtained ISO approval for the Sourcing organization.

· Assigned to direct and reengineer the Divisional (US & PR) EDI System “Buy Process”. Integrated three (3) systems and thirty (30) plants into a single EDI process. Created an EDI to Fax, ASN & Bar Coding Process. EDI Suppliers were increased from 125 to 380, and EDI to Fax suppliers from 0 to 850. Final EDI purchase order penetration increased from 5% to 85% divisionally and 95% locally. Increased EDI Invoicing from 0 to 80 (50% of volume). Reduced Purchase Order Launching Cycle Time from eight (8) days to eight (8) hours. Reduced total costs by $1.2M.

Education

Interamerican University

Master Degree in Accounting/Finance (In-Process)

World University

Bachelor Degree in Business Administration (Accounting Major – Minor in Finance)