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Tom has over twenty-five years in the Supply Chain Management discipline. His progression through the various levels includes successful execution of various sized projects, across many industries. His background includes a BS in Business Management from Bloomfield College. In addition he earned a second degree in Accounting. 

His career started in the management of a Metal Fabrication company where he organized and led the planning and management of the various projects, assuring cost savings, on-time delivery and strict adherence to customer’s specifications. 

Tom progressed to CE Lummus Co. an A&E Engineering and Construction firm. As part of the Supply Chain organization, Tom served as the Chief Expeditor on a $2.3 Billion project, the Great Plains Coal Gasification Facility in Beulah, ND. He led a team of 8 home office expeditors as well as managed a team of 24 global field expeditors. This project was delivered on time and he under ran his man hour budget by 13%. 

GE recruited Tom for their Power Systems organization in Schenectady, NY. He had a leadership position that managed the procurement and logistics responsibilities for domestic and international projects. His responsibilities included negotiating the large equipment contracts, serving as the procurement representative on the Project Management teams. Tom also served as a Site Materials Manager of a $120 MM cogeneration project in Bayonne, NJ 

From GE, Tom was hired to develop a procurement organization for ABB Power Generation business. He hired, trained and managed a 16-person team handling over $400 MM annual spend. He team achieved an average 14% cost savings, to project budget, delivered on-time results in the mid 90% with outstanding quality levels. In addition, he served as a Project Manger on a $ 22MM project for Gas Turbine deliveries for a project in Korea. This project was delivered on time and improved its gross margin by double the expectation. 

AlliedSignal, now Honeywell, hired Tom to lead the re-engineering of the Capital Investment Program. This was a $750 MM annual budget. Tom developed a 7-person committee to review, allocate and measure the results of the various projects.  Additionally, he developed several global agreements that included, equipment procurement, engineering services and construction support. The results of his initiatives was a 25% cost improvement in the utilization of the Capital budget and process improvements that led to reduced cycle times and elimination of duplicated efforts between the internal organization and the external suppliers.

Invensys, plc wanted Tom to re-engineer their Indirect Materials processes. Tom was hired as part of the executive Supply Chain team headquartered in London, England. His focus was to support the 624 global manufacturing sites.

Tom’s accomplishment included establishing an Integrated Supply Agreement for services around their MRO spend. In the UK, he established an Agreement that provided a three-year double-digit cost improvement, based on the Total Cost of Acquisition, as well as elimination of stock out conditions for parts and improved quality of the materials provided. His agreement included the sale of the existing inventory, netting a $7 MM infusion of working capital. In addition, he established procedures for the Capital investment process that reduced cost while improving the cycle time for projects. For a plant expansion in Mexico, his strategy led to a $742K savings, on a $ 6MM budget, while shorting the cycle time of the project and delivered a near flawless start up. 

Next up was Rolls-Royce Energy Systems Inc. Tom was recruited to lead a team for the procurement of the major equipment portion of the projects. His team achieved annual double-digit cost reductions, while delivering at an on-time rate in the 90% level.

Tom was promoted to a Director of a Value Stream for the driven equipment, such as AC Generators, Compressors and associated equipment. This $75 MM segment of the business was responsible for proposal support, engineering, sourcing, procurement, logistics, quality and manufacturing support. This Value Stream delivered cost reductions in excess of 13% while delivering an on-time record of 92% and being acknowledged as the most responsive group by the manufacturing organization. This Value Stream team was co-located between the USA and UK locations.

Tom’s knowledge and experience is a critical part of our consulting business. He has demonstrated vision and leadership in his various roles. This serves our SCM consulting business well in providing our customers with the confidence that projects undertaken will result in a significant improvement while establishing a path forward that will serve their business for the long term.