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William A.

(Bill) Leonardi
Carmel, IN 46032 (317) 503-5113 cell e-mail: bill.leonardi96@gmail.com

Objective: Seeking a Supply Chain or Procurement Director position. Led material/inventory control functions for 7+ years and led procurement teams for 7 years, with 10 years in operations. Negotiated contracts for $50mm of annual direct materials purchases. Worked directly with suppliers and customers to implement cost reduction projects and new products. Demonstrated ability to meet business material needs, including during supply shortages. Experienced with FDA (consumer) requirements, MRP and MRP-2, lean manufacturing, ISO-9000 and QS-9000. Education: 1985 MBA Wharton Graduate School of Business, University of Pennsylvania 1981 BSEE Clarkson University Experience:
1998 JULY, 2012 ALCOA C.S.I.: CRAWFORDSVILLE, IN AND INDIANAPOLIS, IN (C.S.I. business unit bought by Rank Group in 2008)

Project Manager, Raw Materials: 2008-2012 Co-lead global team that improved cap colorant processes, producing $2.5mm in annual savings. Reduced colorant costs $750k annually by qualifying new colorants and using fit-for-use principles. Project Manager, New Products: 2001-2008 Implemented new liner material across entire Pepsi bottling system. Successfully coordinated several cost reduction projects for the Asia-Pacific region, saving $400m annually and ensuring supply of several critical raw materials for Asian plants. North American Supplier Development Manager: 1998-2000 Negotiated pricing and terms for $50mm of annual direct materials purchases. Achieved $1.5mm in savings on mature materials through increased supplier competition. Managed business through two periods of shell material shortages, utilizing all qualified sources. 1985 1998 CORNING, INCORPORATED: CORNING, NY AND BLACKSBURG, VA

Capacity Manager, N.A. Automotive Substrate Business, 1997-98 Managed capacity during a business crisis caused by unexpectedly high demand, reducing late deliveries from 20% to <5% in the first two months on the job. Developed regular communication with internal and customer management, staff groups, and plants.

Plant Quality Improvement Leader, Blacksburg, VA plant: 1995-1997 Obtained customer approvals for quality systems improvements having annualized savings of $250m. Served as Management Representative as the plant achieved QS9000 certification. Led the new products team, including forecasting the new product tooling budget. Plant Administration and Logistics Leader, Blacksburg, VA plant: 1991-1995 Responsible for planning, shipping, customer service, procurement, inventory control, and I/T functions. Developed the production start-up plan for a $15mm capacity expansion, implementing ahead of schedule. Increased shipment on-time performance from 95% to 98% and reduced paperwork errors 80% by implementing a plant-wide inventory and labeling system. The system had 9-month payback. Senior Business Analyst, N.A. substrate business: 1990-1991 Led a corporate team to benchmark the Customer Service function, the first function benchmarked. Assessed impacts of the 1990 Clean Air Act amendments, preparing the business for future growth. Customer Service and Planning Supervisor, N.A. substrate business: 1987-1990 Managed all customer contact regarding production orders, samples, and inquiries. Decreased average order response from 16 hours to below 4 hours. Led a cross-functional effort that increased shipment on-time delivery from 78% to 95%. Oversaw logistics for shipments to Asia. Market Development Specialist: 1985-1987 Achieved the 1987 non-automotive sales budget, a first in the business five-year history. 1981-1983: EASTMAN KODAK COMPANY, ROCHESTER, N.Y.

Manufacturing Engineer, projector and circuit board production Diagnosed issues and defects from production and service calls and implemented corrective action.

PERSONAL:
Have international travel experience. Enjoy coaching youth sports and am a grade 8 USA soccer referee. Member of St. Alphonsus Church in Zionsville, IN. From 2010-2012, led an ad-hoc parish facilities committee that brainstormed, planned, and implemented a $2.5mm facility expansion and upgrade.

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