Summary
Overview
Work History
Education
Skills
Certification
Lean Six Sigma Black Belt
Work Availability
Quote
Timeline
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QUINN EADEN

QUINN EADEN

Supply Chain Professional
Houston

Summary

Coupling an MBA with an MS in Global Supply Chain Management, I leverage a wealth of knowledge to optimize supply chain and procurement processes. As a Lean Six Sigma Black Belt and AI (Artificial Intelligence) adept, I enhance strategic sourcing, vendor management, and contract negotiation, while fostering a culture of continuous improvement. My analytical skills and familiarity with procurement best practices ensure compliance and efficiency, driving impactful sourcing strategies and streamlined operations that deliver tangible business results.

Overview

16
16
years of professional experience
2
2
Certifications

Work History

SR. COMMODITIES MANAGER

Amazon
Houston
09.2020 - Current
  • Led team of 4 commodity managers across finished goods, indirect, infrastructure, & semiconductor (electric) to YoY cost reductions of 11.2% and 8.3% while operating through extreme global supply chain conditions
  • Utilized market research, trend analysis, & component level analysis to drive smart & timely sourcing
  • Developed & continuously refined category strategy to include sub-category cost modeling & spend analysis
  • Identifying areas of opportunity through TCO, supplier landscape overview, and emerging trends to prevent stock out scenarios in fulfillment centers
  • Led Monthly/Quarterly supplier business reviews to monitor supplier performance & define supplier development plans where needed
  • Developed & maintained a commodity price tracker (eg steel, polymers, pulp, paper etc.) to support the category strategies.

LEAN SOURCING LEADER

Eaton
Houston
11.2017 - 09.2020
  • DIVISION RESPONSIBILITY - $450M SPEND, Led division wide improvements to generate material cost savings of 6.2% vs target of 4% by utilizing A3 approach in tandem with strategic sourcing initiatives
  • Reduced reliance on Chinese suppliers and increased spend, partnership, and development with emerging markets such as
  • Thailand, Vietnam, Mexico, Brazil, & Malaysia
  • Increased cost margin 1.2% utilizing a combination of capital expenditure, sourcing, & operational initiatives
  • Improved electrical supply base reducing redundant suppliers to create leverage of scale with key suppliers
  • Reduced supply base by 33% over 2 year period, while increasing spend under contract with YoY rebates and/or material cost savings
  • Decreased cost of poor quality 11% by implementing key sourcing, quality, & supply chain strategies.

DIVISION SUPPLY CHAIN MANAGER

Eaton, QUINN EADEN
Houston
04.2015 - 11.2017
  • SITE RESPONSIBILITY – $450M SPEND – 82, Created material cost savings of $2.76M in first 3 months, while identifying another $1.25M to be saved upon tooling migration by using DMAIC principles and executing supply chain vision
  • Decreased PPV (inflation) 50% from 2.7% to 1.3% by implementing lean purchasing strategies across key commodities and rolling out strategic plan/vision to division along with key points for execution
  • Reduced plant inventories by 35% from 150M to 120.5M in 8 month span
  • Created lead time reductions of 20% & reduced operating costs by 18% by creating synergy savings at the divisional level
  • Consistently show great leadership ability by effectively communicating with all levels of staff; identifying operational barriers and developing/implementing tools/processes to remove them
  • Initiate, implement and drive KPI driven culture with primary goal of superior operations metrics by improving safety, morale, quality, delivery, cost, and inventory.

PLANT MANAGER

Eaton
Houston
06.2012 - 07.2015
  • Lead facility to generate material cost savings of 6.2% vs target of 4% by utilizing A3 approach in tandem with strategic sourcing initiatives
  • Improved inventory turns from 2.7 to 4.9 & on time delivery from 58% to 82% by implementing SiOP
  • Increased cost margin 1.2% utilizing a combination of capital expenditure, sourcing, & operational initiatives
  • Improved operations productivity by 13% from 66% to 79%
  • Reduced sites injuries by 80% while maintaining a positive safety survey score of >88% vs prior years of 67% .

MATERIALS/SOURCING MANAGER

GE Oil & Gas
Houston
07.2009 - 06.2012
  • Improved all financial inventory targets (INV, SMI, WIP) by 11%, which consisted of an annual cost savings of 1.4M, including month end & quarter closing process improvements
  • Created cost savings of 5% by implementing min/max, safety stock, lifetime buy, & target inventory levels
  • Improved CM by 4% applying DMAIC principles, leading all logistical activities, including purchasing, planning, receiving, warehousing and shipping
  • Improved cycle time of order pulling by 11% by creating new warehouse layout & rolling out best practices
  • Improved key supplier OTD by 13% by managing supplier relationships, implementing delivery objectives, master service agreements, open communication with suppliers, & auditing performance & quality metrics.

MASTER PRODUCTION SCHEDULER/PLANNER

GE Oil & Gas
Houston
10.2007 - 07.2009
  • Increased capacity by 7% leading Lean-manufacturing workouts
  • Analyzed production specifications & plant capacity data to determine production processes, raw material requirements, and number of batches, reducing change over & set ups
  • Utilized capacity planning skills, level loading in scheduling and executing orders, resulting in the achievement of on- time customer deliveries and decreased takt time.

Education

Master of Science - Global Supply Chain Management

University Of Southern California Marshall School of Business
04.2001 -

MBA - General Management

University Of Southern California Marshall School of Business
04.2001 -

BBA - Project Management

DeVry University
04.2001 -

Skills

    Strategic planning

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Certification

Lean Six Sigma Black Belt

Lean Six Sigma Black Belt

An exemplary leader and Lean Six Sigma Black Belt, fortified with an MBA education and a distinguished track record of delivering tangible results in domestic and global supply chain operations. Leveraging Lean Six Sigma methodologies and advanced Artificial Intelligence techniques, I focus on detail-oriented, ownership-centric strategies to drive operational efficiency and performance. My dynamic leadership style, rooted in Lean Six Sigma principles, promotes continuous process improvement, waste reduction, and quality enhancement, enabling significant advancements in supply chain performance on both domestic and global stages.

Work Availability

monday
tuesday
wednesday
thursday
friday
saturday
sunday
morning
afternoon
evening
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Quote

Never let yesterday use up too much of today.
Will Rogers

Timeline

SR. COMMODITIES MANAGER

Amazon
09.2020 - Current

LEAN SOURCING LEADER

Eaton
11.2017 - 09.2020

DIVISION SUPPLY CHAIN MANAGER

Eaton, QUINN EADEN
04.2015 - 11.2017

Lean Six Sigma Black Belt

02-2015

PLANT MANAGER

Eaton
06.2012 - 07.2015

CPIM

01-2011

MATERIALS/SOURCING MANAGER

GE Oil & Gas
07.2009 - 06.2012

MASTER PRODUCTION SCHEDULER/PLANNER

GE Oil & Gas
10.2007 - 07.2009

Master of Science - Global Supply Chain Management

University Of Southern California Marshall School of Business
04.2001 -

MBA - General Management

University Of Southern California Marshall School of Business
04.2001 -

BBA - Project Management

DeVry University
04.2001 -
QUINN EADENSupply Chain Professional