William Leonardi led material/inventory control functions for 7+ years and led procurement teams for 7 years, with 10 ye...
William A. (Bill) Leonardi Carmel, IN 46032 (317) 503-5113 cell e-mail:
[email protected]
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
