Ralph E. Vock has over 20 years of experience in supply chain management. He holds a BA in Economics and an MBA. His current role is Senior Director of Supply Chain Management at Williams Scotsman Inc., where he manages procurement of $136 million annually. Previously, he held supply chain roles at ACME Manufacturing, Elster AMCO Water Metering, and Central Transport International. At each role, he centralized procurement, standardized processes, negotiated contracts, and achieved millions in cost savings. He exited previous roles due to relocation for family reasons and company acquisitions.

1. PROFILE
Supply Chain Management
1. Name: Ralph E. Vock
Address: 17426 Tailfeather Ct
City, State & Zip: Clermont, FL, 34711
Home Phone Number: 407-654-9611
Cellular Phone: 734-928-8181
E-mail Home: ralph.vock@gmail.com
2. Education:
Degree/Major University/College,City/State Dates
BA/Economics Bethany College, Bethany, WV 1973-1977
MBA- Business Administration Robert Morris University, Pittsburgh, Pa 1982-1985
Certifications & Continuing Education:
CPP Purchasing Professional
CPPM
Certification/Course/Seminar Organization Date
BTS Leadership Simulation Strategy Development BTS.com 1/18/2016- 1/22/2016
ISO Process Flow and Auditing Training 2/2012
Synertrade E- Commerce Implementation Training 8/2010
3. Employment History:
Current company name: Williams Scotsman Inc.
City & state: Baltimore, MD
Title of the position you report to: Senior Director of Supply Chain Management
List all positions held by title and dates:
Central Regional Procurement Manager 2/2010 to 7/2015
US Procurement Manager Fleet and Materials 7/2015 to present
Product(s) produced or Service(s) provided: All key spend categories for an International
Modular Space Solution Provider:
• All capex spend requirements for New Fleet
• All capex spend requirements for operating equipment- Tractors, Toters, Trailers, Forklifts
and mobile equipment.
• All non-capex spend requirements such as MRO, Major Parts and Minor Parts required in the
Modular Solutions Industry’

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• Environmental Contracts
• Property Leases
• Third Party Transportation and Installation Services
• Set up materials
• Equipment Services
• Major Product Conversion Projects
• Trailer Services
• Inventory Management
• Procurement Software
Describe your current organizational responsibility (direct reports by job title and number
of employees for each job title).
Central Regional Procurement Manager - 2/2010 to 7/1/2015- Responsible for key input and
implementation into the Central Region strategic direction for materials and inventory
management, demand planning and supply chain systems for all branch operations - 35
employees. The spend in this area exceeded $70 million dollars. I exceeded my corporate savings
target with an annual savings of 3.5%.
I was responsible to negotiate all supply agreements, publish current price guidelines that the
operating branches (Direct Reports) would utilize to perform their local tasks to manage work
orders, drive units on rent, increase VAPS sales, and improve customer service utilizing the NPS
promoter score process.
US Procurement Manager- Fleet and Materials – 7/1/2015 to present- Responsible for all
capex /non capex purchases for 75 operating branches that drive Units on Rent, Increase in
VAPS purchases and increase in customer satisfaction and our NPS score. The spend in this area
exceeds $136 million dollars annually. My internal business stakeholders (Direct Reports) had
the same responsibilities as described above.
This change agent position supported the corporate goal of transforming a tactical organization to
a strategic organization.
• Managed the procurement of key commodities to lower our cost of leasing for set up services,
equipment services, trailer services and major product conversion projects.
• Effectively managed our corporate fleet requirements for our Redi Plex and Modular Space
Products both domestically and internationally.
• Built supplier portfolio to support business needs with aggressive vendor consolidation of
over 50%.
• Improved our spend management process by initiating cross functional input, KPI scorecards,
and supplier performance processes.
• Led a process with my team to embrace our AS Mission Vision and Values and determined a
process map on how to apply these values to their job to drive results and the positive impact
to our organic growth - Return on Capital, Market Share Gains, Price Leadership and
Competitive Value Added Advantage.

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Previous Employment:
Company name: ACME Manufacturing Company
City & state: Denver, Colorado
Title of the position you reported to: Vice President Operations
List all positions held by title and date:
Senior Manager Supply Chain Management 2008 to 2010
Product(s) produced or Service(s) provided:
Manufactured Galvanized threaded rod, steel service center products - flat steel, angle and
various shapes and aluminum extrusion profiles
Describe your previous organizational responsibility (direct reports by job title and number
of employees for each job title).
We managed a $30 million dollar procurement budget for direct and indirect materials. I was
responsible to negotiate domestic and international supply agreements globally to comply with
our MRP and inventory requirements to our wholesale customers such as Lowes, Home Depot
and Ace Hardware. I managed a team of 6 supply chain professionals. I would lead the
commodity management role and negotiate the supply agreements and the administrative staff
and direct reports would execute and maintain the supply chain network.
Describe your previous functional responsibility for the last position you held (departments,
areas, functions, primary responsibilities).
• Develop a formal sourcing process to minimize total cost of ownership, improvement of
internal customer service and inventory cycle times.
• Provide market analysis of the key steel markets for secondary flat steel, aluminum and wire
rod to minimize exposure to currency, commodity price changes and risks in the supply
chain.
• Responsible to optimize supplier relationships.
• Responsible to develop personal development plans for my team to engage in communication
and create a framework for coaching for performance and innovation for problem solving.
Summarize the situation that led you to exit this company (please be specific):
Personal family reasons - I was in the process of relocating from Orlando to Denver and the cost
of living created a negative variance and my daughter was training for the Olympics and Division
1 Scholarship opportunity for Diving and Swimming. Decided to be with family. Great
opportunity but my family was my number one commitment.
Company name: Elster AMCO Water Metering Company
City & state: Ocala, Florida
Title of the position you reported to: Executive Vice President
List all positions held by title and date:
Senior Manager of Supply Chain Management 2005 to 2008
Product(s) produced or Service(s) provided:
Manufactured both commercial and residential water meters for the AWWA industry. Supported
our Gas and Electricity Meter Subsidiary Businesses. Total corporate revenue exceeded $1.7
billion dollars.

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Describe your previous organizational responsibility (direct reports by job title and number
of employees for each job title).
Commodity Managers (3) - Led a sourcing process defined in collaboration with myself. They
were empowered to execute demand analysis, supply analysis, sourcing strategy development,
and supplier selection and implementation strategies for their particular market expertise areas.
Material Planners (4) - These were the tactical personnel that complied with the results of the
commodity management supply chain negotiations and sourcing plans.
Warehouse (3) - It was their responsibility to properly receive and maintain our inventory
management needs as it pertained to valuation and inventory accuracy with a disciplined cycle
count program.
Describe your previous functional responsibility for the last position you held (departments,
areas, functions, primary responsibilities).
I was a change agent to transform a tactical group into a strategic group and comply with our
international supply chain requirements, financial reports, PPV evaluation, and sourcing
strategies as it pertained to volume concentration, product specification improvements, best price
evaluation, global sourcing, and relationship restructuring such as strategic make versus buy
decisions and KPI developments in a very competitive and quality driven AWWA marketplace.
You cannot manage or control if you cannot measure.
Summarize the situation that led you to exit this company (please be specific):
The company was owned by a Third Party Capital Equity Group out of England who sold the
company. The new owners restructured and shut down the Ocala operation and transferred the
assembly operations to Mexico and China.
Company name: Central Transport International
City & state: Warren, Michigan
Title of the position you reported to: Owner of Company
List all positions held by title and date:
Purchasing Manager 2003 to 2005
Product(s) produced or Service(s) provided:
LTL and 3rd
Party Logistics Provider throughout the USA and Canadian Markets
Describe your previous organizational responsibility (direct reports by job title and number
of employees for each job title).
I managed a team of Branch Managers to centralize our purchases, negotiate supply agreements
for land, services, materials, construction materials, and maintenance requirements. The spend in
this area was $160 million and I achieved an $8 million reduction within 7 months.
Describe your previous functional responsibility for the last position you held (departments,
areas, functions, primary responsibilities).
The Branch Managers operated independently and we were very fragmented in our sourcing
strategies. I was responsible to standardize our work practices and reengineer the procurement
process.

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I established a corporate procurement department and centralized the spend on key commodities.
I developed our Corporate Ethics Compliance Policy and our Purchasing Policies and Procedures
for 150 operating terminals within a 12 month period.
I introduced spend management software and worked on a focus group to define our SAP
software initiative.
We enhanced our suppliers’ performance by monitoring contract commitments and KPI indices.
Summarize the situation that led you to exit this company (please be specific):
Career advancement and return to a manufacturing environment.
Company name: National Steel Corporation
City & state: Pittsburgh, PP
Title of the position you report to: Senior Vice President – Strategic Sourcing
List all positions held by title and dates:
Management Trainee 1/1978 to 1/1979
Raw Materials Coordinator 2/1980 to 3/1982
Senior Buyer 4/1982 to 11/1985
Area Manager MRO 12/1985 to 11/1996
Area Manager Capital Construction 12/1996 to 1/1999
Area Manager Raw Materials 2/1999 to 12/2000
Senior Manager- Strategic Sourcing 1/2000 to 2003
Product(s) produced or Service(s) provided: All key spend categories for an integrated Steel
Manufacturer:
• Responsible for all major chemical spend- Steel cleaning processes, pickling and facility
management
• Established international sourcing RFI’s and RFP’s for Key Ferro alloys such as ferrosilicon,
standard manganese, medium carbon manganese
• Initiated sourcing and contract negotiations for Tin, Zinc and water treatment additives
• Managed an annual capital construction budget of $500 million dollars for major
maintenance, rebuild and steelmaking equipment
• Improved the Ferrous and Non Ferrous Scrap recycling and monthly commodity purchases
with quality improvement and consistent on time deliveries
• Reviewed and negotiated new and expiring Property Leases for our steel operating divisions
for Slag processing and third party scrap management requirements.
• Negotiated outsourcing of Environmental Contracts to comply with OSHA, EPA and internal
contracting out committee obligations.
• Responsible to manage our Inventory Management process with min/max evaluations and
lead time requirements.
• Procurement Software review and selection for Manufacturing supply chain requirements.
Describe your previous organizational responsibility (direct reports by job title and number
of employees for each job title).

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Management Trainee - 1/1978 to 1/1979 - Trainee position to learn the core values, missions and
operations of an integrated Steel Manufacturing Company - one employee- self directed
Raw Materials Coordinator - 2/1980 to 3/1982 - Responsible to manage the supply chain and
administer the supply agreements for coal, iron ore, scrap and alloys for the Great Lakes Division
- one employee-self directed
Senior Buyer - 4/1982 to 11/1985 - Corporate position responsible to leverage and negotiate
formal supply agreements on an international basis for chemicals, semi-finished steel slabs, zinc
and tin commodities for 4 steel operating divisions - Senior position responsible for 4 corporate
employees
Area Manager MRO - 12/1985 to 11/1996 - Responsible for all Maintenance, Repairs and
Operating Supplies for the Great Lakes Steel Division of National Steel Corporation. Manager
position responsible for 11 exempt and 10 nonexempt employees
Area Manager Capital Construction - 12/1996 to 1/1999 - Manager position responsible for 11
exempt employees and procurement support to manage the critical path and corporate planning
budget for all capex projects at the Great Lakes Division. Led a team on a “partnering
arrangement” with a German Engineering Firm, USA Construction firm and customer to rebuild
our Coke Battery Facility under budget and within schedule.
Area Manager Raw Materials - 2/1999 to 12/2000 - Responsible for all global sourcing of our
Ferro alloys and scrap requirements for the operating divisions of Great Lakes Steel Division
Senior Manager- Strategic Sourcing -1/2000 to 2003 - Promoted to a Senior Corporate position
responsible for all MRO, Raw Materials and Capital Expenditures for 4 major operating divisions
of National Steel Corporation. Responsibilities included sourcing, supplier audits and pre-
qualifications, and supporting our corporate core values.
Summarize the situation that led you to exit this company (please be specific):
Company was owned by a Japanese Company entitled NKK Kokan; they liquidated and filed
Chapter 7 when the steel industry collapsed in 2003.
4. Years of experience:
A. All Supply Chain/Procurement/Purchasing experience 24
B. Supply Chain/Procurement/Purchasing experience in a manufacturing
and/or fabrication and/or production environment 24
C. All Foreign Sourcing, Procurement and Purchasing experience 8
D. All Supply Chain/Procurement/Purchasing managerial experience at the second
organizational level and above (buyers and/or supervisors and/or managers as direct
reports 18
E. Inventory Management 10
F. Utilizing an ERP system and/or other Procurement software 10
G. Name of ERP system(s) used Anacom, Mapics, Oracle, JD Edwards, SAP
5. Summarize your experience relating to developing, negotiating, administering and
terminating contracts and service agreements with suppliers (domestic & foreign) and/or
contractors. Please include a summary listing of products and/or services that reflect the
range of products and/or services included in your experience.
The Elster Group- Castings
As a Certified Procurement Manager, I have developed a disciplined commodity sourcing
approach for negotiating domestic, international and contractor agreements. I utilized this

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approach during my time at National Steel Corporation, The Elster Group and presently at
Williams Scotsman. It is an effective process for all key commodity spend categories to insure
the company is securing the lowest total cost of ownership. As the Leader of the Supply Chain
Process I managed the sourcing process from beginning to end.
The first step in my process is to complete a Demand Analysis review with key stakeholders by
setting objectives, choosing team members, defining the scope of work, setting targets/objectives
and a formal communication plan. For example, I was requested to evaluate our casting business
in the USA versus Mexico versus China within the NA Elster Group. The first step was to
quantify our current inventory, identify existing contractual agreements and price schedules for
194 different Bronze bodies utilized in our production plans at our Assembly Plant in Ocala,
Florida. In order to be successful I also determined an inventory and aging report by item number
of 90 days+, 90 days, 60 days, and 30 days for risk mitigation purposes.
The second step in the process with the cross functional team is to identify suppliers by market
and develop Basic Supplier Profiles. The goal in this step is to develop a qualified supplier base
with specific qualification criteria. The best approach is utilizing a formal Request for
Information that would have shortlist credential requirements. It is designed specifically for the
commodity spend that is being evaluated. For the Casting sourcing project it included details
such as corporate overview, business initiatives/strategies, strengths and weaknesses, market
coverage, resources for demand fluctuation, quality assurance and technical capabilities. The
stakeholders always have need for good qualified vendors that can meet the intense demands of
the USA quality and certification requirements.
The third step and most important is my approach to develop sourcing strategies and approaches
with a business gate review for top management. The intent is to establish how the suppliers
would be selected for the market areas selected. For the casting project, we needed to select
suppliers in the USA, Mexico and China. This step also included a sourcing strategy for the type
of RFP to be utilized covering all stakeholder requirements for the business with a strategy for
Gate Review going forward. The RFP for the Casting Project included 194 model types, yearly
usage pattern, finished casting weight, wall thickness, metal bronze grade (ie: C84400), and
breakdown to be provided by the bidders of raw material costs, logistics, and landed DPP costs.
We also requested a project schedule for new product development and local AWWA approvals.
The fourth step is always an aggressive approach for supplier selection, RFP development, type
of Supply Agreement to negotiate, our team’s tactics on timing and when to perform a gate
review with top management and supplier negotiations. The issue with the casting project was the
AWWA USA requirement for low lead, new product development and raw material cost and risk
mitigation. Copper is a key raw material and is commodity driven on the London Metal
Exchange and Shanghai Metal Market. The challenge is to minimize our exposure to market
swings and the logistics requirements from the international suppliers.
The fifth and final step with my disciplined sourcing approach is an implementation plan and
supplier communication plan. This process requires a value added benefits tracking process,
compliance reporting and implementation rollout.

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The project that I have been discussing was successful in that we established both a Mexican and
Chinese source with a production plan for new part approvals, hedging of copper prices,
consigned stock and we did not disturb current production demands for current business.
National Steel Corporation- Ferrous Scrap Procurement
As a Certified Procurement Manager, I have utilized disciplined commodity sourcing approaches
for negotiating domestic, international and contractor agreements. I have led and managed cross
function teams successfully during my time at National Steel Corporation, The Elster Group and
presently at Williams Scotsman. An example was the management of sourcing ferrous scrap for
National Steel Corporation.
Ferrous Scrap is a key spend commodity and it is a cost that is a key element incorporated into
NSC’s Five Year Strategic Plan. It is a precious raw material required in the production of hot
metal at the blast furnace department and production of molten steel at the BOF department.
National Steel aggressively managed this key commodity at the corporate level. I had direct
responsibility to bid and sell our ferrous units during my tenure at National Steel Corporation. It
was controlled by National Steel’s Quality Management System and was directed by myself as
Senior Sourcing Manager. It was a process that was always monitored with detailed
documentation and traceability from the request to purchase to the charging into the operating
process. There were several grades consumed within National Steel Corporation. The forecasted
price for each grade is established one year in advance of the current plan by myself. I was
responsible to monitor monthly actual purchased price against plan. It was my responsibility to
distribute monthly variance reports to top management and members of the Board of Directors.
The quantity required and subsequently purchased was a function of our operating plan. Since the
industry is extremely cyclical, the quantity required is very volatile and changes constantly.
Therefore, it is purchased and monitored on a monthly basis. For example, Blast Furnace B Scrap
is purchased thru Scrap Metal Processors/Recyclers thru Traders. It is purchased in the open
market and the price is driven by supply and demand factors. There is a limited amount of B
Scrap available in the marketplace because most integrated steel producers consume the
production of this material for their own needs. If there is material available, it usually is
marketed by sales agents of the mill such as slag processors who generate the scrap in their
process of reclaiming iron units for the steel mills. They sell to brokers who market the material
to integrated steel mills who are in the marketplace to buy B Scrap in order to add productivity to
their blast furnaces.
I was responsible to purchase B Scrap and other scrap grades. I organized a scrap committee to
effectively manage and control the total cost of ownership for each operating division of NSC.
The business stakeholders were comprised of myself, the Director of Scrap Procurement, Scrap
Inspectors, Operating Technology personnel, Traffic personnel, Operating personnel, financial
representatives, and third party scrap processors responsible to process “in-house” and “outside
sourced” scrap. This committee was responsible to review the annual operating plan to determine
specifically what type and quantity of B-Scrap and other grades would be needed to meet this
plan. This quantity would be evaluated against the projected production of “home scrap”
generated by the above-mentioned third party processors to formulate a net requirement of scrap

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needed. Our financial representative would finalize this outside purchase requirement by
applying this net requirement against the current scrap inventory. These tasks were required to
minimize cash flow and maximize the use of our plant inventories. Each member of this
committee was directed by top management to maximize “in-house” scrap, minimize cash flow,
increase yield, maintain minimal inventories, and purchase minimal quantities.
I led formal monthly meetings at each steel division to discuss inventory levels, quality issues,
production plan requirements, scrap charging mixes and monthly purchase requirements. Since
there were two divisions within National Steel Corporation that consumed Blast Furnace and
BOF Scrap, two separate committees were established and directed by myself. There was
communication between the two committees to discuss price, grades of scrap to be used, and
feasibility of consuming excess inventory within the company instead of purchasing on the
outside. The challenge of the committee was to manage prices and inventory at the two operating
plants. Scrap is a commodity that is traded in the marketplace similar to stocks. The buyer bids at
a certain price with hopes of obtaining this finite quantity at this bid price. Normally there is a
settlement at a negotiated price above this level. It is solely determined by the number of steel
mills bidding on this limited quantity. Therefore, there must be communication between the
divisions in order not to disrupt the market or jeopardize the price strategy of each division.
One of my sourcing roles for the committee was to discuss market conditions summarized after
reviewing current market information and meetings with key suppliers. I would present industry
trends and market statistics of each grade of scrap purchased. I also presented the monthly
variance report of the actual purchase price versus the plan price established in the annual
business plan for each grade of scrap. All key management personnel reviewed this report.
During my tenure, I am pleased to report that I was $4.0 million dollars better than the plan
during my final 18 months managing this commodity.
6. Briefly describe and summarize your experience related to creating each of the following to
assist the company in meeting goals & objectives of the Business Plan:
A. Annual budgets for a Supply Chain Division/Department
As a Supply Chain Professional, development of annual budgets is paramount to assure
alignment and focus with the Corporate Core Values and Strategic Initiatives. My extensive
experience has been to promote empowerment, collaboration among all team members and to
drive customer service internally and externally to the company.
As I prepare my annual budget, I have to make key assumptions, guidelines and facts for my
annual Supply Chain Initiatives and Cost Reduction Projects. I need to understand what the
key goals are for the company. In addition, I have to have key internal stakeholders on board
to assure alignment. I must also solicit input from top management for these same
assumptions and to achieve concurrence on each project to insure all understand the project,
agree with the project and will support and take ownership with me.
For each position I have led the Assumptions/Guidelines/Facts presented have focused on:
1. Supply Chain Professional input and concurrence including top management internal and
external to the organization.
2. Evaluation and a detailed determination of key suppliers that will be included in my
annual plans.

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Profile Page 10
3. Perform a key commodity / spend category overview.
4. Determine spend for a 3 year period with average payment days
5. Breakdown of spend by supplier, part, and commodity class
6. Perform a A,B,C analysis or 80/20 pareto rule analysis of active suppliers by
commodity/class
7. Determine suppliers with parts that have raw material exposure, foreign exchange impact,
international freight forwarding exposure
8. Determine suppliers with parts that have no raw material exposure and are domestic in
nature.
9. Determine my total spend broken down Manager/Buyer and product line/commodity
class compare year over year analysis
a.For example: I had to determine what my procurement budget was going to be for our
Core C700 meter product line by Commodity Manager for electronics, castings,
metals, plastics and logistics – year over year spend determination was made.
10. For the AWWA Water Meter business with The Elster Group, I had to project my Raw
Material Spend for the following raw materials
• Plastic resins
• Pig Iron
• ASTM 84400
• ASTM 89836
• Fuel Surcharge
• Copper- register cans
• Stainless Steel-register cans
• Nickel- Stainless Steel – Register cans
11. My annual plan included a determination of feasibility of “hedge buys”.
12. My planning had to include discussions of synergy and leverage with the Global
Commodity Targets including foreign exchange exposure.
13. Development of specific cost reductions project per Manager. For example, I have
delineated previous projects that I collaborated with my team at the Elster Group:
Castings:
• MEN0083- 8% price reduction
• CAB0079-8% price reduction
• Redesign of small C-700- 11 to 12% cost reduction
• Evaluate cost reduction target of Cast iron versus copper in Small C700
• Evaluate cost reduction target of Stainless Steel versus Copper in Small C700
• Evaluate cost reduction target of using Eco brass in lieu of ASTM 89836 or ASTM
89520; ASTM 87850 is 12% less than 89836 and 20% less than ASTM 89520
• Wall thickness impact- “as cast” versus “as mold”
• Cost benefit to “hedge” buy copper for full year requirements- 493 metric tons projected
to FESA. Is Fixed prices a necessity due to copper market forecast for China?
• Gamma/Fall River- 10% cost reduction and VMI implementation
• T4000 and S2000 savings carryover due to Copper Chen
1. EPA0003 and EPA0039 – need 15% cost reduction
2. BQA0258, BQA0259, BQA0278, and BQA0279 require a 10% price reduction

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• C-4000 require a 10% price reduction
• Hold prices firm for Fire Service Meters or maintain current Contribution Margins
• Reduce H4300 Hot Water Meters by 10%
• Reduce fire hydrant components by 10% with MARS Company
• Investigate the feasibility of Beverly Industries Australia for Cost Reduction opportunity.
• BTA0032/BTA0187- Eco brass alternative for FESA- ASTM 87850 versus ASTM 89520
at a 20% reduction-machining efficiency
• DEECO –VMI-Inventory Improvement-price reduction carryover-Rheocast versus
DEECO- Housing at $4.76 and Lid at $1.71 as compared to $4.24 and $1.18- Carryover
savings
• Harmonized Tariff Reclassification with “No duty”
Electrical:
• Reduce the cost of RQA0041 by 8%
• Evaluate the cost of the PMI, wave box and battery used in the evolution project for a 12%
cost reduction
• Determine Carryover cost savings for the Stainless Steel Can with Olin Brass
• Determine Carryover cost savings for the AICHI new product launch
• Determine Carryover cost savings for the Odometer Pullman versus Danaher
• Reduce all component parts consumed in our Electronic Registers by 15% with leverage,
synergy and reverse auction with ACT Electronics.
• Determine Carryover cost savings for the PCBA at ACT Electronics
• Review Electronics mid-year 2008 Recover Plan for carryover into 2009
• Global Business Agreement with Hamlin- Retroactive and Carryover Savings- Benchmark
prices against the following to insure that we are maximizing savings: Hella Electronics,
Tyco, TT Electronics, CTS, Cherry, Wabash, Reider Electronics, Honeywell
• Arrow Electronics- Evaluate leverage and volume pricing schedule for cost reduction
• Radix Handhelds- evolution price reduction-volume discount
• Act Multiplier reduction due to EIS business volume
• Corporate Price Negotiation Strategy with Itron-credit program; price schedule for 2009
• Electronic Recovery Plan for 2008
• SEMTECH cost reduction of 10%
• Jenoptik cost reduction for the OCR lens- part number ABB1000500
Plastics:
• Reduce all plastic parts from MIPP by 8%
• Determine cost impact of transferring the 2” and 1.5” molding from Coltavira
• Determine the impact of plastic resins for our 2009 plan
• Determine the cost reduction impact of the Thermold/West Coast outsourcing plan for in-
house production of our plastic injection molded parts. Assumption of equipment, labor
and negotiated management fee
• Review all BOM for registers being assembled at ACT Electronics for leverage, synergy
and reverse auction- 8% reduction

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• Review the Plastic Polymer Body in lieu of copper-Coordinate the cost reduction target
with Product Management
• Reduce CAB0124, CAB0028 and MRR0387 by 8%
• Reduce BTA0165 rev6, BTA0166rev6 and BTA0167rev6 by 8%
• Reduce BQA0240, BQA0229, BQA0223 and BQA0260 by 8%
Indirect Spend:
• Reduce Temporary Labor overhead costs from 36% to 28%
• Issue RFP China- 8% reduction
• Issue RFP ACT Electronics- 8% reduction
• MRO Improvements- Grainger- 10% reduction
• Negotiate a 5% increase in discount with the current ABF contract
• Negotiate a 3% increase in discount with UPS
• Reduce ACT Electronics dedicated Freight
• Reuse Wooden Boxes from China for domestic shipments- Savings Carryover.
Process Improvements:
• Supplier Chargeback Program- confirm receipt of 100% credit 30 days after occurrence
• Increase supplier on time delivery by 10% with improved Supplier Management Program
B. Annual Supply Chain Operations Plan with specific goals & objectives
As the Director of Supply Chain, it was my responsibility to identify annual goals and
objectives that would drive EBDTA, Margin Improvement, Payment Terms and Carrying
Cost reductions. My focus and direction centered on the following Supply Chain Initiatives:
• Year over Year Cost reduction for direct, indirect and logistic spend
• Purchase Price variance – actual to plan- comparing prices paid current year to previous
year
• Development of specific Process Improvement Projects- PIPS- for direct material cost
reduction, supplier consolidation, formal supply agreements with Quality and
Commercial terms- warranty provisions Lead time reduction, Payment term negotiation
and Outsourcing
• Specific target for supplier consolidation and leverage
• Formal supply agreements with all key preferred vendors
• Lead time improvements
• Payment days improvements
• Inventory reduction using a IQR ratio target established per buyer/planner
• Supplier Quality Management Program with specific KPI targets
• Scrap chargeback program on key products not meeting company specifications and
tolerances
• Collaboration with the New Product Development team – savings projected with new
products
• For example with the Elster Group:
 Redesign of the C700 core meter body
 Utilize Cast Iron versus Bronze materials in our meter bodies

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 Polymer Meter Bodies
 Stainless Steel Meter Bodies
 Stainless Steel register cans versus Brass register cans
I was responsible to track and report monthly both positive and negative variances and I have
achieved a 5.7% average year over year cost reduction improvement in each of my supply
chain organizations.
C. Forecasting expected usage and trends based on historical data and management input
to assist Operations and other divisions to make decisions
As a Supply Chain Professional, it was my obligation and responsibility to support the
Materials Requirement Planning function by providing key spend and usage data using an
Active Supplier spend analysis of actual versus budget basis and providing a rolling 60 day
forecast due to our core markets. We do not have a fixed product forecast because we
participate in a high product mix with low volumes in each category. It was my responsibility
to update the forecast for the next 60 days using the usage pattern of the past 60 days and
adjust +/- based upon lead time and safety stock requirements.
• To be successful I needed to insure that I would always maintain inventory control, high
accuracy levels and sound inventory practices.
• Lead time adjustments was a constant review
• 95% inventory integrity was critical
• 98% bill of material integrity with full support from operations and engineering.
With the support of our computer-based system, operations maintained a master production
schedule, active bill of materials, and current inventory data to determine current new
requirements and timing of need going forward.
My Supply Chain Management role was to support operations with the Right Quantity
Determination. I successfully achieved this by performing the tasks:
• Maintaining key Supply relationships on a strategic value added basis
• Keeping abreast of my competition and current market conditions
• Awareness of the Supply Chain Network challenges
• Risk Mitigation by identifying possible potential shortages or price increases
• Lead time management
• Security issues
7. Referencing your largest responsibility (direct and/or indirect) for total annual
expenditures – list a total dollar amount of each of the following and give a brief listing of
commodities and/or services for each which represents the diversity within each category.
A. Raw Materials:
B. Capital Equipment:
C. Components:
D. MRO:
E. Services:
National Steel Corporation was my largest indirect and direct spend responsibility

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Raw Material - $80 million Dollars
• Ferrous/Non Ferrous Scrap
• B Scrap
• Slag Processors- Iron Beneficiation
• Ferro Alloys- Standard Mn., Medium Carbon Mn., Ferrosilicon, ferrochromium,
silicomanganese, Ferro vanadium
• Zinc
• Tin
• Refractory- Blast furnace/Tundish (Caster)
• Rolling oils
• Pickling Acids
• Semi-Finished Steel Slabs
• Iron Briquettes
Capital Equipment - $500 million dollars (5 year capex plan)
• Coke Battery Rebuild
• Blast Furnace Reline
• Hot Mill Modernization
• BOF ladles
• Crane Modernization
• Continuous Caster
• BOF Water Cooled Panels- ASME stamp
• Electro galvanizing Line
• Cold Mill Tandem Mill Modernization
• Rolling Mill Rolls
MRO Supplies - $50 million dollars
• Pipe, Valves and Fittings
• Wire Rope
• Wire Slings
• Rubber rolls/products
• Packaging – Shipping Wrap Paper

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• Grinding wheels
• Electrical Supplies
• Fabrications
• Safety Supplies
• Mill rolling mill rolls
• Lumber
• Fasteners
• Small tools
• Fuel
• Mobile Equipment parts
• Equipment Rentals
• Instrumentation
• Electrical wire and fittings
• Rolling Oils
• Water Treatment Chemicals
• Electrical lamps
• Office Equipment
Services - $40 million dollars
• Guniting Services
• Conveyor Belt repairs
• General Construction
• Tank Lining Repairs
• Sewer Services
• Tiling Repairs
• Industrial sheeting and painting
• Steam Leak Repairs
• Vac – Cleaning
• Roll Repairs

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• Escalator Repairs
• Roof Repairs
• Electrical Contracting
• Ironwork services
• Millwright services
• Mechanical services
• Structural Fabrication
• Machining (off-site)
• Machining (on-site)
• Hazardous Waste Services
• Asbestos Removal
• Industrial Cleaning
• Car Derailment Services
8. Describe your experience relating to foreign procurement/purchasing by answering each of
the following separately.
A. Summarize your methodology to maintain an awareness of world supply and demand
for the products purchased from foreign suppliers/manufacturers.
During my tenure at The Elster Group, I was responsible and accountable to third party CVC
Investment Group in England and the Executive Committee of Elster located in Germany to
develop Commodity Management strategies to address market intelligence and risk
mitigation challenges with our Global Vendor Portfolio.
My obligations were:
• What risks does Elster face in their global Supply Chain network?
• I was responsible to provide a better understanding of the dynamic conditions which exist
in our vendors’ marketplaces.
• The macro level market data provided management more informed decision making and
accurate price forecasting.
• The detailed market specifics provided insights of the external cost environment to
support negotiations and risk balancing.
• The more we understand about the market conditions in which our suppliers operate, the
more leverage we have …knowledge is power
• Market Data included:
o Financial – Volatility in the cost structure of the raw material impact – copper in the
bronze meter bodies
o Commodity price volatility- copper, steel, aluminum, iron, Ferro silicon, Ferrous
Scrap

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o Interest rate hikes and foreign currency changes
o VAT tax impact in China
o Government regulations in South America and the rest of the world
o 10+2 import duty regulation on imports into the USA as demanded by the Homeland
Security Department
• Capacity Imbalance – lack of flexibility to respond to unexpected increase or decrease of
Elster production demand – lack of a forward forecast - high mix low volume
manufacturing entity in the water utility industry.
• Commodity Manager Disruption - Commodity Managers are constantly at risk- Natural
disasters- tsunami in Japan
o Commodity Manager Disruption can be impacted by labor shortages - in the summer
months in China, plant shutdowns and Chinese holidays.
My role as the Commodity Manager at Elster was to provide market intelligence to monitor
events that could disrupt supplies. For example, I developed a source of bronze castings in
Wenling City, China and had to assure top management that I had a viable contingency plan
for the continuous supply of bronze water meter bodies (consigned stock in the USA and we
pay as we consume).
My significant challenges with my commodity management team and buyer/planners
included the following:
• Volatility in the copper, nickel, aluminum, steel, plastic resin markets
• Supply shortages due to lack of an accurate forecast by the local utility companies
• Talent of my team - Assess their skills and abilities
• Adequate market intelligence to identify suppliers that have direct disruption of supply
and impact to revenue - be proactive in lieu of reactive
• I considered this an opportunity to understand where the risks existed and determine the
means to manage these risks.
• How does my performance impact shareholder value for the CVC Investment Group?
I completed research and discovered during my time at The Elster Group that back in 2006,
there were nearly 800 announcements of Commodity Manager Glitches (production or
shipment delays) from Wall Street Journal and Dow Jones News during a 4 year period of
time: For Example:
• “Nike Warns Fiscal 3rd-Quarter Earnings Will Miss Estimates by at Least 28%”, the Wall
Street Journal, February 27, 2001.
• “Hershey will miss earnings estimate by as much as 10% because of problems in
delivering order”, Wall Street Journal, September 14, 1999.
• “Boeing pushing for record production, finds parts shortages, delivery delays”, Wall
Street Journal, June 26, 1997.
In order to perform and function as a leading Commodity Manager, I treated the Commodity
Manager Risk management task as a priority to create a competitive edge. This was addressed
by a risk identification process which included a cross functional team that was established
during a value stream mapping session at the Elster Group.

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The process resulted in our Commodity Manager group to identify supply alternatives,
evaluation of outsourcing, lean Commodity Managers, and Just-in-time inventory strategies.
In several cases, we discovered that Commodity Manager Best Practices created increased
risk levels. For example, Outsourcing provided limited visibility and control of sub-tier
suppliers. Vendor Managed Inventories and Integrated supply created increased reliance on a
single supplier for a broader range of materials for our electronic register builds in Mexico
and Birmingham, Alabama. Our Global presence and demand to source in low cost countries
such as China and South America created longer lead times, increased risk of supply
disruptions and exposure to political, security, regulatory, tariff, and currency risks. I was
responsible to minimize the potential for loss by a continuous analysis of the environment
internally and externally in the marketplace. My risk management and commodity
management accountability and success was the result of determining what caused or what
could be the causes of risk and disruption:
• Single source Commodity Managers
• Unstable low cost countries
• A, B, C analysis of our top suppliers and spend and knowing the financial resources of
each
• Potential logistics failures
• Intellectual Property protection for our meter design and technology
• Who were the sub-tier suppliers
• Identification of critical suppliers in the Commodity Manager of plastic injection parts,
electronic components such as PCBA boards, bronze castings and our die-castings.
Critical to Elster were suppliers that could materially impact our company’s ability to
perform its lean manufacturing operations and transformation plans.
To manage these risk management issues at Elster, I created a review and cross functional
team that created the following tasks within the organization to achieve our strategic plan
initiatives:
• Comprehensive review of all suppliers to degree of risk for disruption
• Assure alternative domestic suppliers for the low cost country suppliers
• Contingency plan for natural disaster
• Establish options for the instability of critical suppliers: change suppliers or provide
financing (plastic injection molded parts)
• Assess and prioritize the visibility of our supply base
• Develop a formal 5 step sourcing plan that included demand analysis, supplier analysis,
RFP strategy, Negotiation Strategy, Implementation plan and post audit reviews.
• Obtained top management commitment to our efforts
• Establish and track key performance indicators for supplier risk management
• Develop Performance Improvement Projects with specific action plans and accountability
for the team members with gate review and green, yellow, red updates
In summary:

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The entire process was about change and not assuming that we would be sourcing the same
way that we did the past 15 years! We understood that we were facing severe economic
conditions and we must prove our value to the corporation. We had a clear vision and
strategy with a comprehensive year over year cost improvement plan. One important best
practice was to use the synergy of our global team and share market intelligence information.
I also research internet sites such as:
1. Datamyne - All imports and exports into the USA with Detail Bill of ladings
2. Wall Street Journal
3. American Metal Market
4. Viewswire.eiu.com- The Economist – Intelligence Unit
5. Infomine.com
6. Bureau of Labor Statistics
7. ISM.org - Institute of Supply Management
8. Enr.construction - Engineering News Record
9. CRU Market Analysis - cruonline.crugroup.com
10. Rider LevetBucknall- rlb.com
B. Describe the Plan/Procedures you employ to identify and evaluate foreign sources.
As a Director of Supply Chain Department and working for a Global Company, we
conducted monthly global sourcing calls via teleconferencing to discuss Category Spend and
Commodity Management using our PIP reporting process. These discussions included market
risk, updates in the local country and current currency status and current qualified foreign
vendors. We leveraged the market knowledge, supplier performance and current economic
conditions of the local market with our worldwide global team.
We also met on a semiannual basis to review Sourcing Initiatives and Corporate Business
Plans for outsourcing, foreign supply and consolidated spend analysis.
My review included a PPM (Purchase Price Management Projects) Executive Summary with
spend classification, Project title, Plan Start Date, Forecasted Start Date, Original Cost
Reduction Target, Current Forecast by Commodity Class. We discussed and identified our
projects and management wanted to maximize the global vendor portfolio – foreign vendors
was always recommended and qualified during our RFI an RFP processes that I described in
Question #5.
This review would also include an YTD Spend and YTD Savings achievement with a %
savings.
Individual PIPS (Project Improvement Process) project Updates which included a detailed
Project Description Scenario, Current Status of the project, Identification of the main risk,
and way forward with green, yellow and red identification status guides.
C. What has been your largest responsibility, dollar amount, for annual foreign
expenditures?
My largest foreign expenditures during my career were Electronics with Itron - Mexico at
$35.7 million dollars - internal meter reading equipment and Bronze Castings from

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Fabricaciones Especializadas - Mexico at $18 million Dollars and Taizhou Chens Cuprum Co
– China at $9 million dollars.
D. At any time during your career, what is the largest number of foreign suppliers under
your responsibility?
E. Provide a summary listing of products purchased from foreign sources that represents
the range/diversity of products purchased.
The largest number of foreign suppliers under my direct responsibility included the
following:
1. Metals – 5 suppliers - Internal Register Cans for meter bodies, mechanical parts
2. Electronics - 4 suppliers - Electronic Wiring, Electronic meter reading devices, sensors,
lead detection equipment
3. Plastics - 4 suppliers - plastic injection parts
4. Casting – 7 suppliers - bronze casting, iron castings, (meter bodies- 194 product types)
Total- 20 suppliers
F. Describe your foreign travels relating to your procurement/purchasing responsibilities.
My personal foreign business trips occurred for the following business purposes:
• Supplier audits
• Supply agreement negotiations
• Supplier qualification
• Global Sourcing Conferences
• Production planning review and performance reviews
• Several trips to Mexico and China.
• Three trips to Germany
• One trip to Italy
• Two trips to England
• One Trip to Belgium
• Two trips to South America
• Two trips to the Netherlands.
9. Describe your experience and provide a specific accomplishment where you implemented
and/or enhanced the utilization of Supply Chain Best Practices for a Supply Chain
organization to continuously improve.
As described in questions #5, #6 and #8, all Supply Chain Organizations are key in achieving
corporate strategies, assessing and developing key employees and establishing category
management for their organizations. In order to provide the market intelligence, competitive
intelligence and business intelligence, the Supply Chain leader must transform tactical groups
into strategic groups. You must create a vision that will support your corporate strategy and one
important aspect is to establish a Supply Chain Management Vendor Management Process. In all
corporate organizations-- happy customers, happy employees mean happy stockholders!
One successful accomplishment I was responsible for was to create a Supply Chain Best Practice
that created a SCM alignment and focus to our Williams Scotsman Corporate Mission, Vision
and Values with a Vendor Management Process for a company that was fragmented and had no
formal procurement policies and procedures.

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The first step of the process that I developed was to solicit input with key stakeholders to gain
alignment with our key initiatives of Increasing Units on Rent, Increase our VAPS revenue and
improve our NPS score with improved customer service activities. The results of this process was
clear business requirements within the Supply Chain Department as it related to our demand plan
and risk management requirements:
• Consolidate our vendor portfolio by 50%
• Transform a tactical organization into a strategic organization by establishing Commodity
Managers who provide market analysis, enhanced supplier review and capability
determination and good commercial supply agreements.
• These Commodity Managers were supported by Material Coordinators in the field that would
execute the supply agreements negotiated by these managers.
• This demand plan determined our specific requirements of What? When? Where? And How
Many? An improved materials requirement plan.
• We developed a Logistics plan with a freight impact analysis for mode, packaging design,
cost and schedule. This included all risk mitigation plans for delivery of our Factory Units to
the site as per project schedule.
The second step was to incorporate this demand plan which included new sales, refurb projects,
refresh projects and preventative maintenance requirements into a sourcing plan for the 74
operating branches under my jurisdiction. Working with the Four Regional Directors of
Operations and Director of Operations Excellence we initiated capacity planning reviews with
our key vendors with targets established for VMI, lead time and commercial conditions to
include warranty provisions and labor costs.
The final step that was designed in this Best Practice was to take these operating requirements
into the Supplier Management Process:
• Determine the supply constraints and how to mitigate with better planning and collaboration
• Discussed how to improve and compress lead times by identifying the constraints in the
supply chain including tier 1 and tier 2 suppliers
• Establishing KPI to improve the process and performance of the suppliers
Soliciting the supplier’s capacity analysis and mitigation plans - number of tractors/toters/pre-
qualification of workers to comply with the demands of the customer’s site conditions.
This process was successful because we established a plan with Supply Chain Initiatives of
capacity/logistic planning which resulted in a Zone Dispatching process for our setup and
knockdown requirements in the field. This improved our on time delivery by 25%.
The Commodity Managers provided good market data and implemented the 5 step sourcing
process discussed in Question #5.
A key category vendor management process was established with Supplier Performance Targets,
Delivery and Install Strategy with capacity management. This resulted in a lead time reduction.
Formal Supply Agreements were negotiated and we achieved a 3.5% cost reduction in the first 13
months.

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The process established a Quality Management Program that was customer driven and it
supported the Branch needs. It led to Make versus Buy outsource decisions and Supplier
Evaluations with KPI’s.
The final step was Williams Scotsman was able to deliver with solid Logistic Plans.
Key Strategic Supply Chain Improvements established/Addressed with this Best Practice:
• How to improve spend management with a buying plan
• Establish a process with key stakeholders to pick the best qualified suppliers with total cost of
ownership analysis
• How to improve supplier performance
• Optimize supplier relationships
• Improve risk management
• Conduct basic benchmarking
• Achieve efficiency through the procurement process
• Establish and utilize a strategic plan
10. Relating to Inventory Management, briefly describe your most successful experience for:
A. Establishing and/or improving inventory management to cost effectively support
company operations while minimizing investment and maximizing availability.
Utilizing the formal sourcing process identified in Question #5 and the use of an Inventory
Quality Ratio (IQR) software, I was very successful in negotiating an international supply
agreement with a company identified in Question #8 - Taizhou Chens Cuprum Company.
The Formal RFI and RFP process discussed enabled me to select Taizhou Chens as my
copper bronze foundry in China to develop and furnish 194 different bronze meter bodies for
my USA operations. Developing a relationship with the Owner, I addressed all commercial
terms and conditions including payment, fixed price formula for copper, warranty, low lead
requirements, specification compliance including machining tolerances and consigned stock
in the USA to control inventory and mitigate supply chain risk.
The IQR tool is a demand–driven analytical tool for managing inventory dollars and
improving performance. It was developed by a team of 35 material managers and it works
with any MRP or ERP System. It quickly identifies good, bad, and excess inventories. It also
measures performance by inventory segment and it sets realistic reduction objectives and
tracks improvement over time. I was able to negotiate consigned stock in a local warehouse
in Ocala, Florida to avoid shortages of purchased castings from Wenling City, China.
It provided my planners and buyers critical information needed to drill down on problem
areas and manage their individual inventory reduction goals. It provided an increase in
inventory turns and improved our cash flow. We paid as we pulled the bronze bodies out of
consignment into the working cell within the plant.
To minimize the supply chain risk of securing material out of China, I developed an
Inventory Control Process as shown in the Attached PowerPoint - Exhibit A. In addition, an
inventory aging report by Meter Body type was created to insure all products were meeting a

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60 day consumption target and highlight problem areas as created by market demand.
Adjustments were made in the procurement process. The Inventory and Aging Report is
shown in the attached PowerPoint- Exhibit B.
B. Auditing for managing and controlling inventories.
By establishing a formal inventory control process I was able to reduce our inventory from
$12 million dollars to $8 million dollars in an aggressive 3 month schedule shown in the
attached PowerPoint- Exhibit C. This was achieved by setting individual inventory reduction
targets for each buyer/planner utilizing the IQT tool and results in the attached PowerPoint-
Exhibit D.
The data was live and we were able to audit and control our inventory using the process that I
developed and utilization of the IQR inventory tool. It was a very successful project and
recognized globally throughout the company.
11. Provide an overview of your managerial philosophy and style and describe how you
implement it.
My managerial philosophy and style is based upon behaviors that drive Excellence, Innovation,
Empowerment and Collaboration.
Excellence:
• I focus on customer needs both internal and external with the overall goal of improving our
NPS score
• I continuously drive for quality
• I act in my personal as well as my corporate life with honesty and integrity. I treat others with
the same respect as I expect to receive.
Innovation:
• I am a change agent looking for positive change
• I care for my customers
Empowerment
• I trust the capabilities of myself and my team
• I continuously push for “stretch” factor in all goals and objectives
• I am all for meeting commitments
Collaboration
• There is only team!
• Mentoring and motivating is my goal to create value
• We always celebrate success
I implement these behaviors and style of management by:
• I delegate the work/initiatives/strategies to my team members who are ready for new
responsibilities
• I trust my team and I always remain in the front and visible in times of a crisis.
• I proactively anticipate change and prepare for it

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• I am a mentor who is always willing to help my team and others to go through change in the
face of resistance. Transforming from a tactical organization to a strategic organization was a
key example.
• I continuously strive to understand my internal and external customer requirements, business
and underlying needs to strive for Excellence and Strategic Value Added Benefit.
• I encourage growth and achievement with my team members
• I work collaboratively with my vendors to achieve success and I have an assertive leadership
style.
I am perceived by my peers to be credible, strategic, analytical, well spoken, action-oriented,
wise, thoughtful and professional.
12. Summarize your philosophy and style for communications, to establish and/or maintain
respectful and positive relationships and to ensure understanding is created with superiors,
peers and subordinates.
My communication philosophy and style is to be authentic. I always endorse the positive. I want
to establish a rapport by asking those high impact questions, always gathering the relevant
information, soliciting ideas and I listen more than I tell.
To establish and maintain a respectful and positive relationship I have the following styles:
• I work at building harmony and trust - create a positive and productive work environment
• I am open, sincere and straightforward
• I have an emphasis as highlighted in my management style to promote collaboration and
consensus
• I prefer to act in a team environment
• I believe that “we’re all in this together”
• I have been successful by leading a team and coaching when needed!
• I believe that we must solicit input from all involved in the task at hand
• I believe that when there is a disagreement we communicate facts and not feelings with
recommended solutions
• I come prepared when possible
• I present myself with respect but direct
• I present facts in summary form
• I emphasize the bottom line
• I am focused on the key objectives
To ensure that I understand the communication with superiors, peers, and subordinates I always
summarize, I have checks in place with “will do” and “can do”, and I establish timelines with
dates for follow-up.