Alisha Moss is an experienced strategic sourcing and procurement leader with over 15 years of experience. She has expertise in developing sourcing strategies, negotiating contracts, and managing procurement for large capital projects, manufacturing, and supply chain operations. Most recently, she was the CEO and founder of her own consulting firm providing strategic sourcing services. Prior to that, she held procurement leadership roles at Diageo, Stirling Energy Systems, Mapei Corporation, and Ford Motor Company managing multi-million dollar spending portfolios.

1. ALISHA M. MOSS Phone: (815) 641-7268
E-mail: alisha.moss@vm3consulting.net
STRATEGIC SOURCING AND PROCUREMENT LEADER
Analytical, decisive, and results-focused business and supply chain executive possessing a high degree of experience in
providing industry leading capital procurement strategies focusing on strategic alliance and relationship management for best-
in-class supply chain value. Experienced leader with the demonstrated ability to leverage deep knowledge and understanding
of the lean enterprise philosophy and Six Sigma methodologies with expertise in developing and implementing measurable
and actionable operational strategies that drive productivity vital to cost reduction and bottom-line profit improvement.
Resourceful team leader with the skill to leverage exceptional cross-functional behavior competencies and the capacity to
multitask in a fast-paced environment, manage competing priorities with ease and make quick, effective decisions. Exceptional
communication skills with the ability to work with diverse groups while inspiring confidence at all levels.
QUALIFICATION HIGHLIGHTS
CROSS FUNCTIONAL TEAM LEADERSHIP  PURCHASING/PROCUREMENT  SUPPLY CHAIN MANAGEMENT
STRATEGIC SOURCING  LEAN MANUFACTURING  SIX SIGMA CERTIFIED GREEN BELT
CHANGE MANAGEMENT  BUSINESS PROCESS OUTSOURCING  CONFLICT MANAGEMENT  TRAINED NEGOTIATOR
PROJECT MANAGEMENT  EMERGING MARKET SOURCING  TEAM DEVELOPMENT
 Demonstrated ability to leverage knowledge and understanding of procurement and inventory management
functions to drive material and resource requirements that provide unprecedented, positive results.
 Proven expertise in utilizing fact-based, process-oriented approach towards reaching aggressive goals in support of
cost, profit, customer service and organizational objectives.
 Passionate leader, positive influence and change agent within Customer organizations; and cross-functionally with
Manufacturing, Engineering, Finance, Sales, Marketing and Office of General Counsel to promote aligned objectives
and overall process comprehension and improvement.
 Six Sigma Green Belt Certified.
PROFESSIONAL EXPERIENCE
VM3 CONSULTING CORPORATION, Chicago, IL 2014-Present
Chief Executive Officer and Founder—Strategic Procurement and Finance Consulting Firm supporting Major Capital Project Planning
and Execution for Manufacturing and Construction Organizations
TARGET AREAS: Strategic Capital Expenditures including Engineering-Procurement-Construction(EPC),
Capital Equipment, Third Party Manufacturing and Maintenance-Repair-Operations (MRO)
INDUSTRY EXPERIENCE: Automotive, Information Technology, Construction, Alternative Energy,
Consumer Products
 Lead EPC Contract Negotiator on multiple projects with several Fortune 100 CPGs for a combined value over
$150M in 2014.
 Developed Procurement Training program for EPC firms seeking enhancement of internal procurement skillsets
through best value procurement methods.
 Rapid direct supply chain development and EPC sourcing/negotiation with strategic partners for alternative energy
developer.
DIAGEO AMERICAS SUPPLY, INC., Chicago, IL 2013-2014
DIAGEO (Americas and Plc) is the global leader in premium beverage manufacturing and distribution.
Third Party Manufacturing Procurement Category Manager (2013-2014)
Lead development of sourcing strategy to support products manufactured outside of Diageo’s North American
manufacturing footprint ($130M annual spend).
 Drove consolidation (right-sizing) strategy from 12 down to 4 world class strategic supplier partners with the broad
scope of supply and speed to market required to supplement Diageo’s internal Manufacturing footprint
 Key Responsibilities: Strategic Sourcing, Negotiation, COGS Reduction and Supplier Relationship and Performance
Management

2. ALISHA M. MOSS (815) 641-7268  alisha.moss@vm3consulting.net PAGE | 2
DIAGEO AMERICAS SUPPLY, INC., Chicago, IL 2010-2013
DIAGEO (Americas and Plc) is the global leader in premium beverage manufacturing and distribution.
Strategic Capex Procurement Category Manager (2010-2013)
Lead development of sourcing strategy to support new North American Production Line Strategy ($170M project) including
multiple plant expansions, plant closures, new and relocated production lines, and corporate and plant office
expansions/remodels.
 Developed world class turnkey EPC sourcing strategy approved by DIAGEO PLC Executive Board
 Successfully negotiated world class (Diageo best) contract terms to support sourcing strategy ($172M Contract value)
 $6.5M in program savings generated through strategic sourcing activities within first six months for reinvestment
 Successfully led project close out negotiations ($10M exposure) preventing very likely Arbitration while also
maintaining strong supplier relationship for future business
STIRLING ENERGY SYSTEMS, INC., Scottsdale, AZ 2009-2010
Stirling Energy Systems, Inc. (SES) was a pioneer in the design and development of Concentrated Solar Power solutions. Due to lack of sufficient
investment funding from federal stimulus packages during commercial launch phase, SES was forced to file bankruptcy in 2011.
Supply Base Manager—Direct (2010)
Lead strategic alliance and relationship management operations with supplier partners required for the successful 2011 high
volume manufacturing launch, strengthening overall value supply chain performance through supply base optimization, global
market tests, detailed supply base quality, financial capacity assessments and optimal contract execution of tier two sourcing
strategies.
 Successfully negotiated best-case terms for startup organization with capital-intense manufacturing launch
requirements with start up cash flow constraints resulting in a 5% savings with an additional 10% savings targeted
for execution by close of Q3 2010.
EPC Procurement Manager (2009-2010)
Defined the sourcing strategy for approximately $1 billion in turnkey Engineering, Procurement and Construction (EPC)
projects for concentrated solar-thermal power plants planned for the first business cycle of a start up Solar Company.
Conducted thorough financial analysis in support of Department of Energy grant and loan processes, investment banking,
and independent engineer assessment requirements; developed sourcing strategies to mitigate risks associated with startup
design and commercially unproven technology and cash flow constraints.
 Orchestrated the cross-functional VA/VE efforts of plant (systems) design optimization, achieving an initial 10%
cost per kW reduction in first generation plant design.
 Led EPC contract negotiations with selected strategic alliance partners to support over $200 million in projects
breaking ground in 2010.
 Executed aggressive cost reduction plans achieved through business alliances with multiple world-class partners,
integrated business plans, and shared practices within the strategic supply base.
MAPEI CORPORATION, Deerfield Beach, FL 2007-2009
MAPEI is worldwide leader in products for building industry, adhesive, sealants and chemical products for construction.
Commodity Manager – Capital and MRO
Direct responsibility for the efficient management of Capital Expenditure and MRO procurement strategies for 12
manufacturing plants within the North American division with a total spend of $60 million. Provided overall leadership and
direction to the department in process improvement and standardization, cost control, procurement procedures, supplier
sourcing, competitive bidding processes, inventory control, and supplier management.
 Led MRO supply base optimization effort, implementing a single integrated source MRO program, streamlining the
procure-to-pay process to best in class, reducing MRO supply base from 250 to one for a first year over year total
savings of over 10%.
 Reviewed and revised procurement practices to ensure their compliance with established laws, policies, and ethical
principles; conducted contract negotiations, obtaining legal advice on contracts and policies when appropriate.
 Championed company values and demonstrated safe work practices with the development of quality measurements,
target setting, and the resolution of quality issues.
FORD MOTOR COMPANY, Dearborn, MI/Lima, OH 1999-2007
Ford Motor Company designs, develops, manufactures, and services cars and trucks worldwide.
Senior Buyer – Machinery and Tooling (2005-2007)
Responsible for leading the strategic sourcing of capital equipment, MRO and Service functions for the Non-
Production Powertrain division including the development and management of ~ 25 commodity strategies.

3. ALISHA M. MOSS (815) 641-7268  alisha.moss@vm3consulting.net PAGE | 3
 Successfully managed multi-million purchasing spends with significant negotiated cost savings: Managed $125
million with a negotiated cost savings of $14 million (2005) and $95 million with negotiated savings of $20.3
million.
 Optimized costs and value chains while strengthening long term supplier relationships via detailed quote
analysis and labor rate analysis, VA/VE process improvements, and lean manufacturing principles.
 Negotiated multi-million dollar contracts with long-term preferred suppliers, ensuring diverse sourcing opportunities
to low cost countries, and minority/women business enterprises while maintaining all quality and delivery standards.
MRO Buyer – Non-Production Store Supervisor (2004-2005)
Supported manufacturing efficiency with the planning, procurement, and control of all industrial materials (MRO) for 15,000
parts within the Engine Plant in conducting the strategic analysis of inventory and service-level targets, manufacturing
forecasts and schedules and the development of inventory plans. Evaluated, planned, and implemented material and process
improvement initiatives. Supervised staff of hourly employees and commodity suppliers.
 Determined material requirements through the development of demand projections and inventory strategies, analyzing
material usage to adjust inventory plans and forecasts.
 Monitored material usage and inventory control to establish re-order points, inventory levels, lead-times, lot sizes, and fill
rates; maintained bills of material and identified inventory priorities, promoting JIT principles to maintain minimal
inventory/tax costs.
Material Handling Supervisor (2003-2004)
Led team concept environment with responsibility for the direct supervision of 30 hourly employees including all power material
handling vehicles and shipping/receiving personnel.
 Trained, coached, and supported Lean Manufacturing principles with key deliveries in the areas of safety, delivery, quality,
cost and morale. Recognized for achieving an unprecedented reduction in unnecessary manpower/overtime.
Production Supervisor – Assembly and Machining (1999-2003)
Coordinated workforce and production scheduling of 50 hourly operators in a team assembly and machining manufacturing
environment. Cultivated cross-functional relationships with internal departments to optimize MTTR and MTBF.
 Implemented cost savings initiatives for increased jobs per hour, quality improvements, and manpower reductions. While
maintaining tight specifications on machined parts to ensure high quality product.
EDUCATION AND PROFESSIONAL DEVELOPMENT
University of Notre Dame, Notre Dame, IN  Bachelor of Arts in Business Administration
Professional References
Connie Mammone
VP Global Capex and MRO
DIAGEO Americas Supply, Inc
connie.mammone@diageo.com
Former direct supervisor at DIAGEO
Jeffrey Collins
Chief Procurement Officer
Air International
jdcollins922@comcast.net
Former direct supervisor at SES
Ken Kostok
VP of Field Operations
Amonix
kenkostok@yahoo.com
Former dotted-line supervisor (EPC) at SES
George Krauter
VP of Public Relations
Storeroom Solutions, Inc.
gkrauter@storeroomsolutions.com
Former 3rd
Party MRO Supplier at MAPEI Corporation
Jim Dixon
Lead Consultant
Advanced Purchasing Dynamics
jadixon123@hotmail.com
Former direct supervisor at Ford Motor Company

4. ALISHA M. MOSS (815) 641-7268  alisha.moss@vm3consulting.net PAGE | 4
CATEGORY AND MANAGEMENT EXPERIENCE
3/2014-Present VM3 Consulting Corporation Chicago, IL
Chief Executive Officer and Founder
Boutique Consulting Firm for Capital Intense Manufacturing and Construction Organizations
Specialties: Strategic Relationship Management, Risk Management, Cross Functional Team Development/Leadership,
Strategic Sourcing (Capex, EPC, 3rd
Party MFG, MRO), High Value Negotiations, Contract Development, Supply Base
Optimization, Cost Analysis and Modeling, Total Cost Optimization, Program Management, Team Development, Business
Process Outsourcing, Procurement Process Development/Training, Change Management, Conflict Management, Emerging
Market Sourcing, Six Sigma Certified Green Belt, Lean Manufacturing, Training/Facilitation, Union Negotiation
2014 Negotiated/Managed Spend: >$150M
3/2013-3/2014 DIAGEO Americas Supply Chicago, IL
Third Party Manufacturing Procurement Category Manager
No direct reports
All North American Third Party co-packer spend: Annual spend $130M
11/2010-3/2013 DIAGEO Americas Supply Chicago, IL
Strategic Capex Procurement Category Manager
No direct reports
All Capex over $100k: Annual spend $160M-$180M
Production Equipment (bottling lines: rinsers/fillers/cappers, labelers, case packers, conveyors, accumulators)
Engineering Services
Facilities Management
EPC and Construction Services: Plant expansions and greenfield projects
Corporate Office expansions and remodels
2/2009-11/2010 Stirling Energy Systems, Inc. Scottsdale, AZ
EPC Procurement Manager and Supply Base Manager for Mirror Facet/Dish Structure
Direct supervision of 1-2 Buyers
Engineering, Procurement and Construction: Annual spend $500M
Balance of Plant Design and Build for utility scale solar power plants (Greenfield projects)
Main Power Distribution Transformers (34.5-164-230 kV)
Capacitors
Production Parts: Annual spend $500M
Mirrors (Ultra-Thin, Low-e) (Belgium and Domestic Sources)
Pressure Sensitive Adhesive (Belgium Source)
Steel Facets
Dish Structure (steel supporting structure for mirrors)
Boom (steel stamping)
Facet Support Structure (steel stamping)
Hub (LCC Source)
Castings (China Source)
4/2007-2/2009 MAPEI Corporation Deerfield Beach, FL
Commodity Manager—Capital and MRO
Direct supervision of 8-12 decentralized North American Plant Buyers executing corporate strategies
MRO: Annual spend $10M
All Production Plant MRO categories
Indirect: HR, IT, Travel and Corporate Office Supplies
Capital: Annual spend $50M

5. ALISHA M. MOSS (815) 641-7268  alisha.moss@vm3consulting.net PAGE | 5
Packaging Equipment
Palletizers
Power Material Handling Vehicles (PMHVs) fleets
Conveyors
Silos
Truck/Trailer Fleets
Mass Storage/Hoppers
Hurricane Impact Windows for HQ Building
3/2005-4/2007 Ford Motor Company Dearborn, MI
Senior Buyer—Machinery and Tooling
No direct reports
Capital: Annual spend $125M - $165M
Low Cost Country Sourcing Strategies
Test Equipment
Dynamometers
Emission Systems
Environmental Chambers
Rapid Prototyping Equipment
Crash Test Barriers
Gages
Electrical and Controls
Grinders
Broaches
Stamping
Presses (up to 3000 ton)
Dies
Furnaces
Induction Heating/Ovens
Dealer/Garage Equipment
2/2004-3/2005 Ford Motor Company Lima, OH
MROBuyer—Non-ProductionStore Supervisor(15,000 SKUs)
Direct supervision of 3-5 hourly General Stores employees
Tools
Cutter Grind
Hand Tools
Production Tools (New/Repaired)
Controls
Pumps
Fasteners
PVF
Adhesives
Safety/HAZMAT
Jan/San/Uniforms