Trudy Tolbert has over 15 years of experience in supply chain management and strategic sourcing roles. She currently leads global sourcing teams at John Deere to develop strategies that secure the lowest acquisition costs. In previous roles, she managed demand forecasts and new product introductions at Hill's Pet Nutrition. She has an MBA from Benedictine College and a BBA from Baker University, and possesses skills in negotiation, project management, quality assurance, and ERP systems.

1. Trudy V. Tolbert 330 620 5181 cell
Tolberttrudyv@gmail.com
Supply Base Manager
John Deere, Inc. Coffeyville, KS (current – Sept 2006)
I lead the Strategic Sourcing Process for high spend, more complex, and critical parts (gears and shafts)
sourced on a global basis by forming a cross-functional team for the purpose of data gathering, quote
preparation, and gap analysis in order to make fact-based decisions regarding supplier selection and
sourcing needs. I lead a commodity team in the implementation of strategies within the division by
administering the commodity strategy and purchase of material and machined parts. In this position
extensive global travel is required and understanding multi-cultural environments is mandatory.
o I lead sourcing teams in developing and implementing global sourcing strategies to design the optimal
supply base that meets organizational demands and secure the lowest total acquisition cost for purchased
products and services; which includes reviewing and approving requisitions/schedules from my tactical
buyers.
o This position requires me to assemble and analyzes data to arrive at Request for Quote (RFQ) / Request
for Proposal (RFP) criteria, a final list of potential global suppliers and a negotiation strategy. I
negotiate long-term agreements with specific suppliers, ensuring the company meets its targeted goals.
o I drive the implementation plan for the commodity team, establishing metrics and tracking tools to
measure progress in meeting objectives and serving continuous improvement. This entails establishing
targeted supplier pricing, capacity to meet an established demand/forecast, and delivery schedules.
o I manage high level, strategic supplier contacts with key or high-impact suppliers as they are selected
and integrated into the divisions operations -- developing relationships with upper management to assure
long-term strategic sources: communicating performance goals, gaps to performance and outline
strategies for improvement to assure performance expectations are achieved as they relate to the John
Deere’s business needs, utilizing Achieving Excellence criteria (supplier performance/key performance
indicators). My relationship provides leverage in expediting communication and follow-through on
delivery deadlines.
o In my position I define, resolve, and provide permanent solutions to systemic supplier performance
issues with the assistance of other functional employees such as quality, product engineering, planners,
and buyers managing the day-to-day supplier relationship issues and assuring proper communication
occurs.
o I utilize external and internal commodity tools to fully understand my commodity; such as steel markets
and transportation. Taking this information into account allows me to have contingency plans in place.
o In working with a global supply base I have incorporated the use of long term, pricing, and material
agreements to drive cost reductions. I have negotiated purchase orders based on the agreements and the
supplier’s quotes (bid); as well, taking into account optimal inventory levels and driving the right MOQs
and safety stock amounts from the supplier.
o I maintain the process of record-keeping for all projects; including new projects (PDP), existing cost
reductions (OFP), DPARs and PPAPs; as well as NCCAs and root cause analysis. I integrate our
inventory (SOH) and our firmed requirements.
o I am the business owner of the supplier’s delivery and quality matrix (DPPM and QPPM) through the
John Deere Achieving Excellence program (AE). I hold the supplier accountable to meeting partner
level expectations. I review their delivery and quality non-conformances on a monthly and semi-annual
basis, and if needed; I put in place a recovery plan utilizing both facility planners and quality engineers
to set goals and timelines. I present the mid and year end results to the supplier in a PowerPoint
Presentation.
o I participate in continuous improvement (CI) meetings with our project engineers to communicate new
ideas, new suppliers, and new manufacturing trends. The meetings are a two way discussion between
supply and project management.

2. Trudy Tolbert
o I start the process with a request for proposal (RFP) to identified suppliers for potential partnerships
between John Deere and the supplier, who in most cases is the subject matter expert, in designing and
developing potential part(s) or programs.
o It is my responsibility to identify, develop and implement breakthrough methods to integrate with the
Enterprise Product Delivery Process (PDP) processes and activities.
o In the team environment I lead and motivate 2 to 5 direct reports and cross-functional team members.
Demand Planning Manager
Hill’s Pet Nutrition, Inc. (Div. of Colgate Palmolive) Topeka, KS (Aug. 1993 – Jun. 2004)
o Responsible for the management of demand forecasts through the facilitation of the S&OP process.
o Developed and maintained operational and financial forecasts.
o Created and maintained regression-based forecast models utilizing SAP/APO Demand Planning
software.
o Gathered and validated market information through internal and external collaborations.
o Managed new product introductions and the resulting cannibalizations.
o Conducted regular meetings with the logistic planning team to update changes in supply plans and
facilitated the Demand and Operations Planning meetings.
o Responsible for providing informational updates, ad-hoc reports, profit analysis, and end of month
reports to various levels of management.
o Instrumental in implementing the change from Forecast Pro to SAP/APO Demand Planning software.
This included all testing, documentation, and team training.
o Two forecast analysts reported to me.
Current Skills/Knowledge
o Advanced negotiating skills
o Knowledge of steel mill purchases (Timken trained)
o Environmental & Restricted Materials
o Decision making
o Global training including sanctions
o Quality engineer (design of experiments)
o Quality auditor
o GD&T (Geometric Dimensioning & Tolerance)/Blueprint reading
o 6 Sigma (yellow belt)
o Behavior interviewing (DDI)
o Project management
o SAP power user
o ERP knowledge
o Microsoft expert (Excel, Word, Access, Project)
o Supervised over 30 employees (work planning, contingency planning, and performance evaluations)
o Conflict resolution
o Team building
o Logistics (receiving and shipping)
o Inventory control
o MRP and material management
Education
Benedictine College, Atchison, KS, MBA (3.8) 2003
Baker University, Baldwin City, KS BBA (Summa cum Laude 4.0) 2002