GARY MCKOWN

Frisco, TX 75034
972.345.4239 • gamckown@aol.com

EXECUTIVE SUPPLY CHAIN/PROCUREMENT LEADER

Peak performance Purchasing/Supply Chain executive with wide ranging experience developing, leading,
planning, organizing, and evaluating high-performing teams and processes. Dynamic self-motivated team player
and collaborator with an unparalleled work ethic and track record for exceeding aggressive goals; supporting
market share gains, margin pick-up, and critical metric step level improvement. Expertise includes workflow
planning and optimization, resource development/mentoring, continuous improvement, contract negotiations,
vendor management, and risk management. Strong relationship builder, highly capable of partnering with
colleagues, vendors, staff, and administration. Innovative forward thinker, organized and detail oriented, with
proven strengths in prioritizing and managing multiple tasks to drive top performance.

Budget Preparation • Contract Negotiations • Contract Management • Expense Control •

Purchasing/Procurement • Inventory Control • Supplier/Vendor Management • Strategic Sourcing •
Policy/Procedure Development • Project Management • International Business • Process Improvement •
Team Building/Development • Oracle/SAP/Ariba • Lean/Six Sigma • Supply Risk Management

CAREER ACHIEVEMENTS

 Transformed organizational structure, re-engineered roles, developed and mentored staff and improved
and standardized processes of an underperforming organization, resulting in savings of 200%+ versus
goal.
 Created globally consistent and leveraged inventory process, including tools and procedures to address
all inventory segments, which reduced inventory 25% over two years.
 Restructured procurement group and instituted new methodology to improve performance in quality,
service and costs, also reduced structural costs by 30% by effectively leveraging resources and supplier
management techniques.
 Implemented, orchestrated and led annual supplier conferences to align objectives with key suppliers.
Effective dialogue with supplier executives, contributed to 50% on-time delivery improvement.
 Implemented GM common purchasing processes in China, focusing on capital equipment, construction
and indirect materials and services, consistently saved 20-30% on capital expenditures through effective
negotiations and training/mentoring of local national staff.
 Generated $27.9M in material savings over a four-year period, representing an average annual cost
reduction of 6.5% over that time frame.
 Led negotiations resulting in $100M change cost reductions within the construction contracts with local
firms, and supported implementation of GM’s lean manufacturing processes.

PROFESSIONAL EXPERIENCE
Flowserve Inc. Irving, TX 2005-2010
VP Worldwide Supply Chain 2008-2010
• Reported to Sr. Vice President & Officer, President Flow Solutions Division.
• Led global supply chain organization, establishing processes and creating strategies aligned with
business objectives.
• Created business model to increase profitability and OEM/Field Service customer satisfaction.
• Increased supplier on time delivery by 50% over a four year period.
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• Provided strong leadership for a staff of fifty-five (55) supply chain associates in Europe, Middle East,
North and Latin America, and Asia Pacific.

Director, Worldwide Supply Chain 2005-2008

• Strong focus on organizational restructuring to create strategic and tactical work channels, in order to
leverage spend and / or processes globally.
• Transformation plan included new organization structure implemented within six months, resulted in a
positive income contribution during first year, exceeding cost savings goals by 200%.
• Instituted global commodity teams to manage and execute global and regional strategies, leveraged
resources, processes and spend.
• Implemented Top Supplier Focus process to initially stabilize supplier on-time delivery performance, and
substantially improve results over time.
• Executed first divisional global supplier conference to deliver leadership message to key supplier
executive management, driving improvement in key performance metrics year over year.
• Implemented robust processes to manage $75M inventory value, aligning cross-functional departments
and resources to support aggressive cash management objective, actions resulted in 25% inventory reduction
over a two-year period.

General Motors Detroit, MI 2000-2005

Purchasing Manager 2005
• Moved through different purchasing management roles encompassing a range of commodities - metallic
fasteners, outsourced services, glass, grills / emblems, fascia and plastic body panels.
• Managed metallic fastener commodity including strategic direction and global sourcing. Accountable for assessing
organization status and developing executable plan to achieve $10M incremental savings within 2005.
Responsible for $550M spend.
• Steel volatility was major hurdle to meet objectives, began development of steel price indexing model, and
negotiated with key vendors and drove cost reductions resulting in $1.5M savings within first week.
• Initiated strategy to increase competition using unprofitable parts from aligned supplier’s portfolios, generating
good will with key suppliers, and expanded supply base to increase competition long term.
2003-2005
• Appointed to develop and implement strategic vision of corporate global outsourcing initiative, including
contracting methods, supplier assessment and selection, $850M spend.
• Served as business unit project manager responsible for back office support implementation.
• Implemented outsourcing initiatives which saved over 50% in structural costs.
• Engineering contracting strategy saved 28% ($15M) annually, converted to fixed price concept.
2000-2003
• Managed a staff of 18 initially decentralized resources, supporting North American (US, CAN, MEX) assembly
plants.
• Consolidated and restructured work group and implemented vendor management concept, which drove 30%
structural cost reduction, and 300% quality improvement (PPM).
• Implemented benchmarking methodology, using data to drive negotiating strategies, generating 4.5% cost
savings versus less than 1% historical performance and Total Cost supply chain negotiations, generated
incremental savings of 10% on a major new truck program.
• Led low cost country initiative (China/Korea) for procurement of emblems, realizing 35+% savings.

General Motors (China) Shanghai, China 1997-2000

Purchasing Manager
• Served as Purchasing Manager for the Capital & Indirect Purchasing $1.5B General Motors Joint Venture Based
in Shanghai, China, which included managing the procurement organization for a new automotive joint venture.
• Coached and led a team of 15 buyers in the overall strategy and outsourcing process including supplier selection,
contract negotiations, and product launch.
• Sourced multiple phases of capital equipment requirements for five diverse, co-located, lean manufacturing
facilities.
• Successfully delivered the project on time, and under budget, which led to GM Chairman’s Honors Award
recognition.
• Consistently saved 20-30% on M&E sourcing activities versus benchmark costs.
• Negotiated $100M cost savings in construction change orders from local vendors.
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• Established GM sourcing process with Chinese buying team, and implemented GM lean manufacturing service
programs.

General Motors Detroit, MI 1985-1997

Senior Buyer-Warren/Pontiac, Michigan 1991-1997
• Led the International Die Creativity Team, responsible for procurement and coordination of stamping dies to
support GM stamping facilities Worldwide.
• Responsible for Construction Services and Material Handling Containers.
• Successfully negotiated contracts for 3 commodity areas which contributed 20-35% savings annually, ($30M in
Stamping Dies, $20M in Construction Services, and $15 M in Material Handling).
• Initiated and piloted supply chain strategy for direct steel tube procurement program generating $5M incremental
savings.
Buyer and Analyst-Romulus, Michigan 1988-1991
• Responsible for procuring full range of MRO supplies, capital equipment and services to support a large engine
manufacturing facility.
• Established and chaired successful task force to define chemical management program requirements, and direct
re-sourcing of the contract worth $10M annually, reduced program cost 35%.
• Created benchmark process, which was the first incentive based contract at the site.
Supervisor and Material Systems Analyst-Pontiac, Michigan 1985-1988
• Accountable for supervising 10-15 hourly material department employees in various departments in engine
manufacturing operations, which included assembly, machining, crib storage, shipping and receiving.
• Maintained material department inventory records for the manufacturing complex.
• Interacted with hourly employees responsible for physically inventorying material.
• Provided training and pilot program coordination.

EDUCATION:

MS MGT, Advanced Management Studies, Walsh College of Accountancy and Business Administration

BA, Material & Logistics Mgt (Supply Chain), Michigan State University

Associate of Arts, General Studies, Macomb Community College