supply chain mgt profile vock 04012016

PROFILE

Supply Chain Management1. Name: Ralph E. Vock

Address: 17426 Tailfeather CtCity, State & Zip: Clermont, FL, 34711Home Phone Number: 407-654-9611Cellular Phone: 734-928-8181 E-mail Home: [email protected]

2. Education:Degree/Major University/College,City/State DatesBA/Economics Bethany College, Bethany, WV 1973-1977 MBA- Business Administration Robert Morris University, Pittsburgh, Pa 1982-1985

Certifications & Continuing Education:CPP Purchasing ProfessionalCPPM

Certification/Course/Seminar Organization DateBTS Leadership Simulation Strategy Development BTS.com 1/18/2016- 1/22/2016ISO Process Flow and Auditing Training 2/2012Synertrade E- Commerce Implementation Training 8/2010

3. Employment History:Current company name: Williams Scotsman Inc.City & state: Baltimore, MDTitle of the position you report to: Senior Director of Supply Chain ManagementList all positions held by title and dates:

Central Regional Procurement Manager 2/2010 to 7/2015US Procurement Manager Fleet and Materials 7/2015 to present

Product(s) produced or Service(s) provided: All key spend categories for an International Modular Space Solution Provider: All capex spend requirements for New Fleet All capex spend requirements for operating equipment- Tractors, Toters, Trailers, Forklifts

and mobile equipment. All non-capex spend requirements such as MRO, Major Parts and Minor Parts required in the

Modular Solutions Industry’ Environmental Contracts Property Leases Third Party Transportation and Installation Services

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Set up materials Equipment Services Major Product Conversion Projects Trailer Services Inventory Management Procurement Software

Describe your current organizational responsibility (direct reports by job title and number of employees for each job title).Central Regional Procurement Manager - 2/2010 to 7/1/2015- Responsible for key input and implementation into the Central Region strategic direction for materials and inventory management, demand planning and supply chain systems for all branch operations - 35 employees. The spend in this area exceeded $70 million dollars. I exceeded my corporate savings target with an annual savings of 3.5%.

I was responsible to negotiate all supply agreements, publish current price guidelines that the operating branches (Direct Reports) would utilize to perform their local tasks to manage work orders, drive units on rent, increase VAPS sales, and improve customer service utilizing the NPS promoter score process.

US Procurement Manager- Fleet and Materials – 7/1/2015 to present- Responsible for all capex /non capex purchases for 75 operating branches that drive Units on Rent, Increase in VAPS purchases and increase in customer satisfaction and our NPS score. The spend in this area exceeds $136 million dollars annually. My internal business stakeholders (Direct Reports) had the same responsibilities as described above.

This change agent position supported the corporate goal of transforming a tactical organization to a strategic organization. Managed the procurement of key commodities to lower our cost of leasing for set up services,

equipment services, trailer services and major product conversion projects. Effectively managed our corporate fleet requirements for our Redi Plex and Modular Space

Products both domestically and internationally. Built supplier portfolio to support business needs with aggressive vendor consolidation of

over 50%. Improved our spend management process by initiating cross functional input, KPI scorecards,

and supplier performance processes. Led a process with my team to embrace our AS Mission Vision and Values and determined a

process map on how to apply these values to their job to drive results and the positive impact to our organic growth - Return on Capital, Market Share Gains, Price Leadership and Competitive Value Added Advantage.

Previous Employment:

Company name: ACME Manufacturing CompanyCity & state: Denver, ColoradoTitle of the position you reported to: Vice President Operations

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List all positions held by title and date: Senior Manager Supply Chain Management 2008 to 2010

Product(s) produced or Service(s) provided:Manufactured Galvanized threaded rod, steel service center products - flat steel, angle and various shapes and aluminum extrusion profiles

Describe your previous organizational responsibility (direct reports by job title and number of employees for each job title).We managed a $30 million dollar procurement budget for direct and indirect materials. I was responsible to negotiate domestic and international supply agreements globally to comply with our MRP and inventory requirements to our wholesale customers such as Lowes, Home Depot and Ace Hardware. I managed a team of 6 supply chain professionals. I would lead the commodity management role and negotiate the supply agreements and the administrative staff and direct reports would execute and maintain the supply chain network.

Describe your previous functional responsibility for the last position you held (departments, areas, functions, primary responsibilities). Develop a formal sourcing process to minimize total cost of ownership, improvement of

internal customer service and inventory cycle times. Provide market analysis of the key steel markets for secondary flat steel, aluminum and wire

rod to minimize exposure to currency, commodity price changes and risks in the supply chain.

Responsible to optimize supplier relationships. Responsible to develop personal development plans for my team to engage in communication

and create a framework for coaching for performance and innovation for problem solving.

Summarize the situation that led you to exit this company (please be specific):Personal family reasons - I was in the process of relocating from Orlando to Denver and the cost of living created a negative variance and my daughter was training for the Olympics and Division 1 Scholarship opportunity for Diving and Swimming. Decided to be with family. Great opportunity but my family was my number one commitment.

Company name: Elster AMCO Water Metering CompanyCity & state: Ocala, FloridaTitle of the position you reported to: Executive Vice PresidentList all positions held by title and date:

Senior Manager of Supply Chain Management 2005 to 2008Product(s) produced or Service(s) provided:Manufactured both commercial and residential water meters for the AWWA industry. Supported our Gas and Electricity Meter Subsidiary Businesses. Total corporate revenue exceeded $1.7 billion dollars.

Describe your previous organizational responsibility (direct reports by job title and number of employees for each job title).Commodity Managers (3) - Led a sourcing process defined in collaboration with myself. They were empowered to execute demand analysis, supply analysis, sourcing strategy development, and supplier selection and implementation strategies for their particular market expertise areas.

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Material Planners (4) - These were the tactical personnel that complied with the results of the commodity management supply chain negotiations and sourcing plans.

Warehouse (3) - It was their responsibility to properly receive and maintain our inventory management needs as it pertained to valuation and inventory accuracy with a disciplined cycle count program.

Describe your previous functional responsibility for the last position you held (departments, areas, functions, primary responsibilities). I was a change agent to transform a tactical group into a strategic group and comply with our international supply chain requirements, financial reports, PPV evaluation, and sourcing strategies as it pertained to volume concentration, product specification improvements, best price evaluation, global sourcing, and relationship restructuring such as strategic make versus buy decisions and KPI developments in a very competitive and quality driven AWWA marketplace. You cannot manage or control if you cannot measure.

Summarize the situation that led you to exit this company (please be specific):The company was owned by a Third Party Capital Equity Group out of England who sold the company. The new owners restructured and shut down the Ocala operation and transferred the assembly operations to Mexico and China.

Company name: Central Transport InternationalCity & state: Warren, MichiganTitle of the position you reported to: Owner of CompanyList all positions held by title and date:

Purchasing Manager 2003 to 2005Product(s) produced or Service(s) provided:LTL and 3rd Party Logistics Provider throughout the USA and Canadian Markets

Describe your previous organizational responsibility (direct reports by job title and number of employees for each job title).I managed a team of Branch Managers to centralize our purchases, negotiate supply agreements for land, services, materials, construction materials, and maintenance requirements. The spend in this area was $160 million and I achieved an $8 million reduction within 7 months.

Describe your previous functional responsibility for the last position you held (departments, areas, functions, primary responsibilities). The Branch Managers operated independently and we were very fragmented in our sourcing strategies. I was responsible to standardize our work practices and reengineer the procurement process.

I established a corporate procurement department and centralized the spend on key commodities.I developed our Corporate Ethics Compliance Policy and our Purchasing Policies and Procedures for 150 operating terminals within a 12 month period.

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I introduced spend management software and worked on a focus group to define our SAP software initiative.

We enhanced our suppliers’ performance by monitoring contract commitments and KPI indices.

Summarize the situation that led you to exit this company (please be specific):Career advancement and return to a manufacturing environment.

Company name: National Steel CorporationCity & state: Pittsburgh, PPTitle of the position you report to: Senior Vice President – Strategic SourcingList all positions held by title and dates:

Management Trainee 1/1978 to 1/1979Raw Materials Coordinator 2/1980 to 3/1982Senior Buyer 4/1982 to 11/1985Area Manager MRO 12/1985 to 11/1996Area Manager Capital Construction 12/1996 to 1/1999Area Manager Raw Materials 2/1999 to 12/2000Senior Manager- Strategic Sourcing 1/2000 to 2003

Product(s) produced or Service(s) provided: All key spend categories for an integrated Steel Manufacturer: Responsible for all major chemical spend- Steel cleaning processes, pickling and facility

management Established international sourcing RFI’s and RFP’s for Key Ferro alloys such as ferrosilicon,

standard manganese, medium carbon manganese Initiated sourcing and contract negotiations for Tin, Zinc and water treatment additives Managed an annual capital construction budget of $500 million dollars for major

maintenance, rebuild and steelmaking equipment Improved the Ferrous and Non Ferrous Scrap recycling and monthly commodity purchases

with quality improvement and consistent on time deliveries Reviewed and negotiated new and expiring Property Leases for our steel operating divisions

for Slag processing and third party scrap management requirements. Negotiated outsourcing of Environmental Contracts to comply with OSHA, EPA and internal

contracting out committee obligations. Responsible to manage our Inventory Management process with min/max evaluations and

lead time requirements. Procurement Software review and selection for Manufacturing supply chain requirements.

Describe your previous organizational responsibility (direct reports by job title and number of employees for each job title).Management Trainee - 1/1978 to 1/1979 - Trainee position to learn the core values, missions and operations of an integrated Steel Manufacturing Company - one employee- self directedRaw Materials Coordinator - 2/1980 to 3/1982 - Responsible to manage the supply chain and administer the supply agreements for coal, iron ore, scrap and alloys for the Great Lakes Division - one employee-self directed

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Senior Buyer - 4/1982 to 11/1985 - Corporate position responsible to leverage and negotiate formal supply agreements on an international basis for chemicals, semi-finished steel slabs, zinc and tin commodities for 4 steel operating divisions - Senior position responsible for 4 corporate employeesArea Manager MRO - 12/1985 to 11/1996 - Responsible for all Maintenance, Repairs and Operating Supplies for the Great Lakes Steel Division of National Steel Corporation. Manager position responsible for 11 exempt and 10 nonexempt employeesArea Manager Capital Construction - 12/1996 to 1/1999 - Manager position responsible for 11 exempt employees and procurement support to manage the critical path and corporate planning budget for all capex projects at the Great Lakes Division. Led a team on a “partnering arrangement” with a German Engineering Firm, USA Construction firm and customer to rebuild our Coke Battery Facility under budget and within schedule.Area Manager Raw Materials - 2/1999 to 12/2000 - Responsible for all global sourcing of our Ferro alloys and scrap requirements for the operating divisions of Great Lakes Steel Division Senior Manager- Strategic Sourcing -1/2000 to 2003 - Promoted to a Senior Corporate position responsible for all MRO, Raw Materials and Capital Expenditures for 4 major operating divisions of National Steel Corporation. Responsibilities included sourcing, supplier audits and pre-qualifications, and supporting our corporate core values.

Summarize the situation that led you to exit this company (please be specific):Company was owned by a Japanese Company entitled NKK Kokan; they liquidated and filed Chapter 7 when the steel industry collapsed in 2003.

4. Years of experience: A. All Supply Chain/Procurement/Purchasing experience 24

B. Supply Chain/Procurement/Purchasing experience in a manufacturing and/or fabrication and/or production environment 24

C. All Foreign Sourcing, Procurement and Purchasing experience 8D. All Supply Chain/Procurement/Purchasing managerial experience at the second

organizational level and above (buyers and/or supervisors and/or managers as direct reports 18

E. Inventory Management 10F. Utilizing an ERP system and/or other Procurement software 10G. Name of ERP system(s) used Anacom, Mapics, Oracle, JD Edwards, SAP

5. Summarize your experience relating to developing, negotiating, administering and terminating contracts and service agreements with suppliers (domestic & foreign) and/or contractors. Please include a summary listing of products and/or services that reflect the range of products and/or services included in your experience.

The Elster Group- CastingsAs a Certified Procurement Manager, I have developed a disciplined commodity sourcing approach for negotiating domestic, international and contractor agreements. I utilized this approach during my time at National Steel Corporation, The Elster Group and presently at Williams Scotsman. It is an effective process for all key commodity spend categories to insure the company is securing the lowest total cost of ownership. As the Leader of the Supply Chain Process I managed the sourcing process from beginning to end.

Ralph Vock Profile

The first step in my process is to complete a Demand Analysis review with key stakeholders by setting objectives, choosing team members, defining the scope of work, setting targets/objectives and a formal communication plan. For example, I was requested to evaluate our casting business in the USA versus Mexico versus China within the NA Elster Group. The first step was to quantify our current inventory, identify existing contractual agreements and price schedules for 194 different Bronze bodies utilized in our production plans at our Assembly Plant in Ocala, Florida. In order to be successful I also determined an inventory and aging report by item number of 90 days+, 90 days, 60 days, and 30 days for risk mitigation purposes.

The second step in the process with the cross functional team is to identify suppliers by market and develop Basic Supplier Profiles. The goal in this step is to develop a qualified supplier base with specific qualification criteria. The best approach is utilizing a formal Request for Information that would have shortlist credential requirements. It is designed specifically for the commodity spend that is being evaluated. For the Casting sourcing project it included details such as corporate overview, business initiatives/strategies, strengths and weaknesses, market coverage, resources for demand fluctuation, quality assurance and technical capabilities. The stakeholders always have need for good qualified vendors that can meet the intense demands of the USA quality and certification requirements.

The third step and most important is my approach to develop sourcing strategies and approaches with a business gate review for top management. The intent is to establish how the suppliers would be selected for the market areas selected. For the casting project, we needed to select suppliers in the USA, Mexico and China. This step also included a sourcing strategy for the type of RFP to be utilized covering all stakeholder requirements for the business with a strategy for Gate Review going forward. The RFP for the Casting Project included 194 model types, yearly usage pattern, finished casting weight, wall thickness, metal bronze grade (ie: C84400), and breakdown to be provided by the bidders of raw material costs, logistics, and landed DPP costs. We also requested a project schedule for new product development and local AWWA approvals.

The fourth step is always an aggressive approach for supplier selection, RFP development, type of Supply Agreement to negotiate, our team’s tactics on timing and when to perform a gate review with top management and supplier negotiations. The issue with the casting project was the AWWA USA requirement for low lead, new product development and raw material cost and risk mitigation. Copper is a key raw material and is commodity driven on the London Metal Exchange and Shanghai Metal Market. The challenge is to minimize our exposure to market swings and the logistics requirements from the international suppliers.

The fifth and final step with my disciplined sourcing approach is an implementation plan and supplier communication plan. This process requires a value added benefits tracking process, compliance reporting and implementation rollout.

The project that I have been discussing was successful in that we established both a Mexican and Chinese source with a production plan for new part approvals, hedging of copper prices, consigned stock and we did not disturb current production demands for current business.

National Steel Corporation- Ferrous Scrap Procurement

Ralph Vock Profile

As a Certified Procurement Manager, I have utilized disciplined commodity sourcing approaches for negotiating domestic, international and contractor agreements. I have led and managed cross function teams successfully during my time at National Steel Corporation, The Elster Group and presently at Williams Scotsman. An example was the management of sourcing ferrous scrap for National Steel Corporation.

Ferrous Scrap is a key spend commodity and it is a cost that is a key element incorporated into NSC’s Five Year Strategic Plan. It is a precious raw material required in the production of hot metal at the blast furnace department and production of molten steel at the BOF department.

National Steel aggressively managed this key commodity at the corporate level. I had direct responsibility to bid and sell our ferrous units during my tenure at National Steel Corporation. It was controlled by National Steel’s Quality Management System and was directed by myself as Senior Sourcing Manager. It was a process that was always monitored with detailed documentation and traceability from the request to purchase to the charging into the operating process. There were several grades consumed within National Steel Corporation. The forecasted price for each grade is established one year in advance of the current plan by myself. I was responsible to monitor monthly actual purchased price against plan. It was my responsibility to distribute monthly variance reports to top management and members of the Board of Directors.

The quantity required and subsequently purchased was a function of our operating plan. Since the industry is extremely cyclical, the quantity required is very volatile and changes constantly. Therefore, it is purchased and monitored on a monthly basis. For example, Blast Furnace B Scrap is purchased thru Scrap Metal Processors/Recyclers thru Traders. It is purchased in the open market and the price is driven by supply and demand factors. There is a limited amount of B Scrap available in the marketplace because most integrated steel producers consume the production of this material for their own needs. If there is material available, it usually is marketed by sales agents of the mill such as slag processors who generate the scrap in their process of reclaiming iron units for the steel mills. They sell to brokers who market the material to integrated steel mills who are in the marketplace to buy B Scrap in order to add productivity to their blast furnaces.

I was responsible to purchase B Scrap and other scrap grades. I organized a scrap committee to effectively manage and control the total cost of ownership for each operating division of NSC. The business stakeholders were comprised of myself, the Director of Scrap Procurement, Scrap Inspectors, Operating Technology personnel, Traffic personnel, Operating personnel, financial representatives, and third party scrap processors responsible to process “in-house” and “outside sourced” scrap. This committee was responsible to review the annual operating plan to determine specifically what type and quantity of B-Scrap and other grades would be needed to meet this plan. This quantity would be evaluated against the projected production of “home scrap” generated by the above-mentioned third party processors to formulate a net requirement of scrap needed. Our financial representative would finalize this outside purchase requirement by applying this net requirement against the current scrap inventory. These tasks were required to minimize cash flow and maximize the use of our plant inventories. Each member of this committee was directed by top management to maximize “in-house” scrap, minimize cash flow, increase yield, maintain minimal inventories, and purchase minimal quantities.

Ralph Vock Profile

I led formal monthly meetings at each steel division to discuss inventory levels, quality issues, production plan requirements, scrap charging mixes and monthly purchase requirements. Since there were two divisions within National Steel Corporation that consumed Blast Furnace and BOF Scrap, two separate committees were established and directed by myself. There was communication between the two committees to discuss price, grades of scrap to be used, and feasibility of consuming excess inventory within the company instead of purchasing on the outside. The challenge of the committee was to manage prices and inventory at the two operating plants. Scrap is a commodity that is traded in the marketplace similar to stocks. The buyer bids at a certain price with hopes of obtaining this finite quantity at this bid price. Normally there is a settlement at a negotiated price above this level. It is solely determined by the number of steel mills bidding on this limited quantity. Therefore, there must be communication between the divisions in order not to disrupt the market or jeopardize the price strategy of each division.

One of my sourcing roles for the committee was to discuss market conditions summarized after reviewing current market information and meetings with key suppliers. I would present industry trends and market statistics of each grade of scrap purchased. I also presented the monthly variance report of the actual purchase price versus the plan price established in the annual business plan for each grade of scrap. All key management personnel reviewed this report. During my tenure, I am pleased to report that I was $4.0 million dollars better than the plan during my final 18 months managing this commodity.

6. Briefly describe and summarize your experience related to creating each of the following to assist the company in meeting goals & objectives of the Business Plan: A. Annual budgets for a Supply Chain Division/Department

As a Supply Chain Professional, development of annual budgets is paramount to assure alignment and focus with the Corporate Core Values and Strategic Initiatives. My extensive experience has been to promote empowerment, collaboration among all team members and to drive customer service internally and externally to the company.

As I prepare my annual budget, I have to make key assumptions, guidelines and facts for my annual Supply Chain Initiatives and Cost Reduction Projects. I need to understand what the key goals are for the company. In addition, I have to have key internal stakeholders on board to assure alignment. I must also solicit input from top management for these same assumptions and to achieve concurrence on each project to insure all understand the project, agree with the project and will support and take ownership with me.

For each position I have led the Assumptions/Guidelines/Facts presented have focused on:1. Supply Chain Professional input and concurrence including top management internal and

external to the organization.2. Evaluation and a detailed determination of key suppliers that will be included in my

annual plans.3. Perform a key commodity / spend category overview.4. Determine spend for a 3 year period with average payment days5. Breakdown of spend by supplier, part, and commodity class6. Perform a A,B,C analysis or 80/20 pareto rule analysis of active suppliers by

commodity/class

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7. Determine suppliers with parts that have raw material exposure, foreign exchange impact, international freight forwarding exposure

8. Determine suppliers with parts that have no raw material exposure and are domestic in nature.

9. Determine my total spend broken down Manager/Buyer and product line/commodity class compare year over year analysisa.For example: I had to determine what my procurement budget was going to be for our

Core C700 meter product line by Commodity Manager for electronics, castings, metals, plastics and logistics – year over year spend determination was made.

10. For the AWWA Water Meter business with The Elster Group, I had to project my Raw Material Spend for the following raw materials Plastic resins Pig Iron ASTM 84400 ASTM 89836 Fuel Surcharge Copper- register cans Stainless Steel-register cans Nickel- Stainless Steel – Register cans

11. My annual plan included a determination of feasibility of “hedge buys”.12. My planning had to include discussions of synergy and leverage with the Global

Commodity Targets including foreign exchange exposure.13. Development of specific cost reductions project per Manager. For example, I have

delineated previous projects that I collaborated with my team at the Elster Group:

Castings: MEN0083- 8% price reduction CAB0079-8% price reduction Redesign of small C-700- 11 to 12% cost reduction Evaluate cost reduction target of Cast iron versus copper in Small C700 Evaluate cost reduction target of Stainless Steel versus Copper in Small C700 Evaluate cost reduction target of using Eco brass in lieu of ASTM 89836 or ASTM

89520; ASTM 87850 is 12% less than 89836 and 20% less than ASTM 89520 Wall thickness impact- “as cast” versus “as mold” Cost benefit to “hedge” buy copper for full year requirements- 493 metric tons projected

to FESA. Is Fixed prices a necessity due to copper market forecast for China? Gamma/Fall River- 10% cost reduction and VMI implementation T4000 and S2000 savings carryover due to Copper Chen

1. EPA0003 and EPA0039 – need 15% cost reduction2. BQA0258, BQA0259, BQA0278, and BQA0279 require a 10% price reduction

C-4000 require a 10% price reduction Hold prices firm for Fire Service Meters or maintain current Contribution Margins Reduce H4300 Hot Water Meters by 10% Reduce fire hydrant components by 10% with MARS Company Investigate the feasibility of Beverly Industries Australia for Cost Reduction opportunity. BTA0032/BTA0187- Eco brass alternative for FESA- ASTM 87850 versus ASTM 89520

at a 20% reduction-machining efficiency

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DEECO –VMI-Inventory Improvement-price reduction carryover-Rheocast versus DEECO- Housing at $4.76 and Lid at $1.71 as compared to $4.24 and $1.18- Carryover savings

Harmonized Tariff Reclassification with “No duty”

Electrical: Reduce the cost of RQA0041 by 8% Evaluate the cost of the PMI, wave box and battery used in the evolution project for a 12%

cost reduction Determine Carryover cost savings for the Stainless Steel Can with Olin Brass Determine Carryover cost savings for the AICHI new product launch Determine Carryover cost savings for the Odometer Pullman versus Danaher Reduce all component parts consumed in our Electronic Registers by 15% with leverage,

synergy and reverse auction with ACT Electronics. Determine Carryover cost savings for the PCBA at ACT Electronics Review Electronics mid-year 2008 Recover Plan for carryover into 2009 Global Business Agreement with Hamlin- Retroactive and Carryover Savings- Benchmark

prices against the following to insure that we are maximizing savings: Hella Electronics, Tyco, TT Electronics, CTS, Cherry, Wabash, Reider Electronics, Honeywell

Arrow Electronics- Evaluate leverage and volume pricing schedule for cost reduction Radix Handhelds- evolution price reduction-volume discount Act Multiplier reduction due to EIS business volume Corporate Price Negotiation Strategy with Itron-credit program; price schedule for 2009 Electronic Recovery Plan for 2008 SEMTECH cost reduction of 10% Jenoptik cost reduction for the OCR lens- part number ABB1000500

Plastics: Reduce all plastic parts from MIPP by 8% Determine cost impact of transferring the 2” and 1.5” molding from Coltavira Determine the impact of plastic resins for our 2009 plan Determine the cost reduction impact of the Thermold/West Coast outsourcing plan for in-

house production of our plastic injection molded parts. Assumption of equipment, labor and negotiated management fee

Review all BOM for registers being assembled at ACT Electronics for leverage, synergy and reverse auction- 8% reduction

Review the Plastic Polymer Body in lieu of copper-Coordinate the cost reduction target with Product Management

Reduce CAB0124, CAB0028 and MRR0387 by 8% Reduce BTA0165 rev6, BTA0166rev6 and BTA0167rev6 by 8% Reduce BQA0240, BQA0229, BQA0223 and BQA0260 by 8%

Indirect Spend: Reduce Temporary Labor overhead costs from 36% to 28% Issue RFP China- 8% reduction Issue RFP ACT Electronics- 8% reduction MRO Improvements- Grainger- 10% reduction

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Negotiate a 5% increase in discount with the current ABF contract Negotiate a 3% increase in discount with UPS Reduce ACT Electronics dedicated Freight Reuse Wooden Boxes from China for domestic shipments- Savings Carryover.

Process Improvements: Supplier Chargeback Program- confirm receipt of 100% credit 30 days after occurrence Increase supplier on time delivery by 10% with improved Supplier Management Program

B. Annual Supply Chain Operations Plan with specific goals & objectives As the Director of Supply Chain, it was my responsibility to identify annual goals and objectives that would drive EBDTA, Margin Improvement, Payment Terms and Carrying Cost reductions. My focus and direction centered on the following Supply Chain Initiatives: Year over Year Cost reduction for direct, indirect and logistic spend Purchase Price variance – actual to plan- comparing prices paid current year to previous

year Development of specific Process Improvement Projects- PIPS- for direct material cost

reduction, supplier consolidation, formal supply agreements with Quality and Commercial terms- warranty provisions Lead time reduction, Payment term negotiation and Outsourcing

Specific target for supplier consolidation and leverage Formal supply agreements with all key preferred vendors Lead time improvements Payment days improvements Inventory reduction using a IQR ratio target established per buyer/planner Supplier Quality Management Program with specific KPI targets Scrap chargeback program on key products not meeting company specifications and

tolerances Collaboration with the New Product Development team – savings projected with new

products For example with the Elster Group:

Redesign of the C700 core meter body Utilize Cast Iron versus Bronze materials in our meter bodies Polymer Meter Bodies Stainless Steel Meter Bodies Stainless Steel register cans versus Brass register cans

I was responsible to track and report monthly both positive and negative variances and I have achieved a 5.7% average year over year cost reduction improvement in each of my supply chain organizations.

C. Forecasting expected usage and trends based on historical data and management input to assist Operations and other divisions to make decisions As a Supply Chain Professional, it was my obligation and responsibility to support the Materials Requirement Planning function by providing key spend and usage data using an Active Supplier spend analysis of actual versus budget basis and providing a rolling 60 day forecast due to our core markets. We do not have a fixed product forecast because we

Ralph Vock Profile

participate in a high product mix with low volumes in each category. It was my responsibility to update the forecast for the next 60 days using the usage pattern of the past 60 days and adjust +/- based upon lead time and safety stock requirements. To be successful I needed to insure that I would always maintain inventory control, high

accuracy levels and sound inventory practices. Lead time adjustments was a constant review 95% inventory integrity was critical 98% bill of material integrity with full support from operations and engineering.

With the support of our computer-based system, operations maintained a master production schedule, active bill of materials, and current inventory data to determine current new requirements and timing of need going forward.

My Supply Chain Management role was to support operations with the Right Quantity Determination. I successfully achieved this by performing the tasks: Maintaining key Supply relationships on a strategic value added basis Keeping abreast of my competition and current market conditions Awareness of the Supply Chain Network challenges Risk Mitigation by identifying possible potential shortages or price increases Lead time management Security issues

7. Referencing your largest responsibility (direct and/or indirect) for total annual expenditures – list a total dollar amount of each of the following and give a brief listing of commodities and/or services for each which represents the diversity within each category. A. Raw Materials: B. Capital Equipment: C. Components: D. MRO: E. Services:

National Steel Corporation was my largest indirect and direct spend responsibility

Raw Material - $80 million Dollars Ferrous/Non Ferrous Scrap B Scrap

Slag Processors- Iron Beneficiation

Ferro Alloys- Standard Mn., Medium Carbon Mn., Ferrosilicon, ferrochromium, silicomanganese, Ferro vanadium

Zinc

Tin

Refractory- Blast furnace/Tundish (Caster)

Rolling oils

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Pickling Acids

Semi-Finished Steel Slabs

Iron Briquettes

Capital Equipment - $500 million dollars (5 year capex plan) Coke Battery Rebuild Blast Furnace Reline

Hot Mill Modernization

BOF ladles

Crane Modernization

Continuous Caster

BOF Water Cooled Panels- ASME stamp

Electro galvanizing Line

Cold Mill Tandem Mill Modernization

Rolling Mill Rolls

MRO Supplies - $50 million dollars Pipe, Valves and Fittings Wire Rope Wire Slings

Rubber rolls/products

Packaging – Shipping Wrap Paper

Grinding wheels

Electrical Supplies

Fabrications

Safety Supplies

Mill rolling mill rolls

Lumber

Fasteners

Small tools

Fuel

Mobile Equipment parts

Equipment Rentals

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Instrumentation

Electrical wire and fittings

Rolling Oils

Water Treatment Chemicals

Electrical lamps

Office Equipment

Services - $40 million dollars Guniting Services Conveyor Belt repairs General Construction

Tank Lining Repairs

Sewer Services

Tiling Repairs

Industrial sheeting and painting

Steam Leak Repairs

Vac – Cleaning

Roll Repairs

Escalator Repairs

Roof Repairs

Electrical Contracting

Ironwork services

Millwright services

Mechanical services

Structural Fabrication

Machining (off-site)

Machining (on-site)

Hazardous Waste Services

Asbestos Removal

Industrial Cleaning

Car Derailment Services

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8. Describe your experience relating to foreign procurement/purchasing by answering each of the following separately. A. Summarize your methodology to maintain an awareness of world supply and demand

for the products purchased from foreign suppliers/manufacturers. During my tenure at The Elster Group, I was responsible and accountable to third party CVC Investment Group in England and the Executive Committee of Elster located in Germany to develop Commodity Management strategies to address market intelligence and risk mitigation challenges with our Global Vendor Portfolio.

My obligations were: What risks does Elster face in their global Supply Chain network? I was responsible to provide a better understanding of the dynamic conditions which exist

in our vendors’ marketplaces. The macro level market data provided management more informed decision making and

accurate price forecasting. The detailed market specifics provided insights of the external cost environment to

support negotiations and risk balancing. The more we understand about the market conditions in which our suppliers operate, the

more leverage we have …knowledge is power Market Data included:

o Financial – Volatility in the cost structure of the raw material impact – copper in the bronze meter bodies

o Commodity price volatility- copper, steel, aluminum, iron, Ferro silicon, Ferrous Scrap

o Interest rate hikes and foreign currency changeso VAT tax impact in Chinao Government regulations in South America and the rest of the worldo 10+2 import duty regulation on imports into the USA as demanded by the Homeland

Security Department Capacity Imbalance – lack of flexibility to respond to unexpected increase or decrease of

Elster production demand – lack of a forward forecast - high mix low volume manufacturing entity in the water utility industry.

Commodity Manager Disruption - Commodity Managers are constantly at risk- Natural disasters- tsunami in Japano Commodity Manager Disruption can be impacted by labor shortages - in the summer

months in China, plant shutdowns and Chinese holidays.

My role as the Commodity Manager at Elster was to provide market intelligence to monitor events that could disrupt supplies. For example, I developed a source of bronze castings in Wenling City, China and had to assure top management that I had a viable contingency plan for the continuous supply of bronze water meter bodies (consigned stock in the USA and we pay as we consume).

My significant challenges with my commodity management team and buyer/planners included the following: Volatility in the copper, nickel, aluminum, steel, plastic resin markets Supply shortages due to lack of an accurate forecast by the local utility companies

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Talent of my team - Assess their skills and abilities Adequate market intelligence to identify suppliers that have direct disruption of supply

and impact to revenue - be proactive in lieu of reactive I considered this an opportunity to understand where the risks existed and determine the

means to manage these risks. How does my performance impact shareholder value for the CVC Investment Group?

I completed research and discovered during my time at The Elster Group that back in 2006, there were nearly 800 announcements of Commodity Manager Glitches (production or shipment delays) from Wall Street Journal and Dow Jones News during a 4 year period of time: For Example: “Nike Warns Fiscal 3rd-Quarter Earnings Will Miss Estimates by at Least 28%”, the Wall

Street Journal, February 27, 2001. “Hershey will miss earnings estimate by as much as 10% because of problems in

delivering order”, Wall Street Journal, September 14, 1999. “Boeing pushing for record production, finds parts shortages, delivery delays”, Wall

Street Journal, June 26, 1997.

In order to perform and function as a leading Commodity Manager, I treated the Commodity Manager Risk management task as a priority to create a competitive edge. This was addressed by a risk identification process which included a cross functional team that was established during a value stream mapping session at the Elster Group.

The process resulted in our Commodity Manager group to identify supply alternatives, evaluation of outsourcing, lean Commodity Managers, and Just-in-time inventory strategies. In several cases, we discovered that Commodity Manager Best Practices created increased risk levels. For example, Outsourcing provided limited visibility and control of sub-tier suppliers. Vendor Managed Inventories and Integrated supply created increased reliance on a single supplier for a broader range of materials for our electronic register builds in Mexico and Birmingham, Alabama. Our Global presence and demand to source in low cost countries such as China and South America created longer lead times, increased risk of supply disruptions and exposure to political, security, regulatory, tariff, and currency risks. I was responsible to minimize the potential for loss by a continuous analysis of the environment internally and externally in the marketplace. My risk management and commodity management accountability and success was the result of determining what caused or what could be the causes of risk and disruption: Single source Commodity Managers Unstable low cost countries A, B, C analysis of our top suppliers and spend and knowing the financial resources of

each Potential logistics failures Intellectual Property protection for our meter design and technology Who were the sub-tier suppliers Identification of critical suppliers in the Commodity Manager of plastic injection parts,

electronic components such as PCBA boards, bronze castings and our die-castings. Critical to Elster were suppliers that could materially impact our company’s ability to perform its lean manufacturing operations and transformation plans.

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To manage these risk management issues at Elster, I created a review and cross functional team that created the following tasks within the organization to achieve our strategic plan initiatives: Comprehensive review of all suppliers to degree of risk for disruption Assure alternative domestic suppliers for the low cost country suppliers Contingency plan for natural disaster Establish options for the instability of critical suppliers: change suppliers or provide

financing (plastic injection molded parts) Assess and prioritize the visibility of our supply base Develop a formal 5 step sourcing plan that included demand analysis, supplier analysis,

RFP strategy, Negotiation Strategy, Implementation plan and post audit reviews. Obtained top management commitment to our efforts Establish and track key performance indicators for supplier risk management Develop Performance Improvement Projects with specific action plans and accountability

for the team members with gate review and green, yellow, red updates

In summary:

The entire process was about change and not assuming that we would be sourcing the same way that we did the past 15 years! We understood that we were facing severe economic conditions and we must prove our value to the corporation. We had a clear vision and strategy with a comprehensive year over year cost improvement plan. One important best practice was to use the synergy of our global team and share market intelligence information.

I also research internet sites such as:1. Datamyne - All imports and exports into the USA with Detail Bill of ladings2. Wall Street Journal3. American Metal Market4. Viewswire.eiu.com- The Economist – Intelligence Unit5. Infomine.com6. Bureau of Labor Statistics7. ISM.org - Institute of Supply Management8. Enr.construction - Engineering News Record9. CRU Market Analysis - cruonline.crugroup.com10. Rider LevetBucknall- rlb.com

B. Describe the Plan/Procedures you employ to identify and evaluate foreign sources. As a Director of Supply Chain Department and working for a Global Company, we conducted monthly global sourcing calls via teleconferencing to discuss Category Spend and Commodity Management using our PIP reporting process. These discussions included market risk, updates in the local country and current currency status and current qualified foreign vendors. We leveraged the market knowledge, supplier performance and current economic conditions of the local market with our worldwide global team.

We also met on a semiannual basis to review Sourcing Initiatives and Corporate Business Plans for outsourcing, foreign supply and consolidated spend analysis.

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My review included a PPM (Purchase Price Management Projects) Executive Summary with spend classification, Project title, Plan Start Date, Forecasted Start Date, Original Cost Reduction Target, Current Forecast by Commodity Class. We discussed and identified our projects and management wanted to maximize the global vendor portfolio – foreign vendors was always recommended and qualified during our RFI an RFP processes that I described in Question #5.

This review would also include an YTD Spend and YTD Savings achievement with a % savings.

Individual PIPS (Project Improvement Process) project Updates which included a detailed Project Description Scenario, Current Status of the project, Identification of the main risk, and way forward with green, yellow and red identification status guides.

C. What has been your largest responsibility, dollar amount, for annual foreign expenditures?My largest foreign expenditures during my career were Electronics with Itron - Mexico at $35.7 million dollars - internal meter reading equipment and Bronze Castings from Fabricaciones Especializadas - Mexico at $18 million Dollars and Taizhou Chens Cuprum Co – China at $9 million dollars.

D. At any time during your career, what is the largest number of foreign suppliers under your responsibility?

E. Provide a summary listing of products purchased from foreign sources that represents the range/diversity of products purchased. The largest number of foreign suppliers under my direct responsibility included the following:1. Metals – 5 suppliers - Internal Register Cans for meter bodies, mechanical parts2. Electronics - 4 suppliers - Electronic Wiring, Electronic meter reading devices, sensors,

lead detection equipment3. Plastics - 4 suppliers - plastic injection parts4. Casting – 7 suppliers - bronze casting, iron castings, (meter bodies- 194 product types)Total- 20 suppliers

F. Describe your foreign travels relating to your procurement/purchasing responsibilities. My personal foreign business trips occurred for the following business purposes: Supplier audits Supply agreement negotiations Supplier qualification Global Sourcing Conferences Production planning review and performance reviews Several trips to Mexico and China. Three trips to Germany One trip to Italy Two trips to England One Trip to Belgium Two trips to South America

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Two trips to the Netherlands.

9. Describe your experience and provide a specific accomplishment where you implemented and/or enhanced the utilization of Supply Chain Best Practices for a Supply Chain organization to continuously improve. As described in questions #5, #6 and #8, all Supply Chain Organizations are key in achieving corporate strategies, assessing and developing key employees and establishing category management for their organizations. In order to provide the market intelligence, competitive intelligence and business intelligence, the Supply Chain leader must transform tactical groups into strategic groups. You must create a vision that will support your corporate strategy and one important aspect is to establish a Supply Chain Management Vendor Management Process. In all corporate organizations-- happy customers, happy employees mean happy stockholders!

One successful accomplishment I was responsible for was to create a Supply Chain Best Practice that created a SCM alignment and focus to our Williams Scotsman Corporate Mission, Vision and Values with a Vendor Management Process for a company that was fragmented and had no formal procurement policies and procedures.

The first step of the process that I developed was to solicit input with key stakeholders to gain alignment with our key initiatives of Increasing Units on Rent, Increase our VAPS revenue and improve our NPS score with improved customer service activities. The results of this process was clear business requirements within the Supply Chain Department as it related to our demand plan and risk management requirements: Consolidate our vendor portfolio by 50% Transform a tactical organization into a strategic organization by establishing Commodity

Managers who provide market analysis, enhanced supplier review and capability determination and good commercial supply agreements.

These Commodity Managers were supported by Material Coordinators in the field that would execute the supply agreements negotiated by these managers.

This demand plan determined our specific requirements of What? When? Where? And How Many? An improved materials requirement plan.

We developed a Logistics plan with a freight impact analysis for mode, packaging design, cost and schedule. This included all risk mitigation plans for delivery of our Factory Units to the site as per project schedule.

The second step was to incorporate this demand plan which included new sales, refurb projects, refresh projects and preventative maintenance requirements into a sourcing plan for the 74 operating branches under my jurisdiction. Working with the Four Regional Directors of Operations and Director of Operations Excellence we initiated capacity planning reviews with our key vendors with targets established for VMI, lead time and commercial conditions to include warranty provisions and labor costs.

The final step that was designed in this Best Practice was to take these operating requirements into the Supplier Management Process: Determine the supply constraints and how to mitigate with better planning and collaboration Discussed how to improve and compress lead times by identifying the constraints in the

supply chain including tier 1 and tier 2 suppliers

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Establishing KPI to improve the process and performance of the suppliers

Soliciting the supplier’s capacity analysis and mitigation plans - number of tractors/toters/pre-qualification of workers to comply with the demands of the customer’s site conditions.

This process was successful because we established a plan with Supply Chain Initiatives of capacity/logistic planning which resulted in a Zone Dispatching process for our setup and knockdown requirements in the field. This improved our on time delivery by 25%.

The Commodity Managers provided good market data and implemented the 5 step sourcing process discussed in Question #5.

A key category vendor management process was established with Supplier Performance Targets, Delivery and Install Strategy with capacity management. This resulted in a lead time reduction.

Formal Supply Agreements were negotiated and we achieved a 3.5% cost reduction in the first 13 months.

The process established a Quality Management Program that was customer driven and it supported the Branch needs. It led to Make versus Buy outsource decisions and Supplier Evaluations with KPI’s.

The final step was Williams Scotsman was able to deliver with solid Logistic Plans.

Key Strategic Supply Chain Improvements established/Addressed with this Best Practice: How to improve spend management with a buying plan Establish a process with key stakeholders to pick the best qualified suppliers with total cost of

ownership analysis How to improve supplier performance Optimize supplier relationships Improve risk management Conduct basic benchmarking Achieve efficiency through the procurement process Establish and utilize a strategic plan

10. Relating to Inventory Management, briefly describe your most successful experience for: A. Establishing and/or improving inventory management to cost effectively support

company operations while minimizing investment and maximizing availability. Utilizing the formal sourcing process identified in Question #5 and the use of an Inventory Quality Ratio (IQR) software, I was very successful in negotiating an international supply agreement with a company identified in Question #8 - Taizhou Chens Cuprum Company.

The Formal RFI and RFP process discussed enabled me to select Taizhou Chens as my copper bronze foundry in China to develop and furnish 194 different bronze meter bodies for my USA operations. Developing a relationship with the Owner, I addressed all commercial terms and conditions including payment, fixed price formula for copper, warranty, low lead requirements, specification compliance including machining tolerances and consigned stock in the USA to control inventory and mitigate supply chain risk.

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The IQR tool is a demand–driven analytical tool for managing inventory dollars and improving performance. It was developed by a team of 35 material managers and it works with any MRP or ERP System. It quickly identifies good, bad, and excess inventories. It also measures performance by inventory segment and it sets realistic reduction objectives and tracks improvement over time. I was able to negotiate consigned stock in a local warehouse in Ocala, Florida to avoid shortages of purchased castings from Wenling City, China.

It provided my planners and buyers critical information needed to drill down on problem areas and manage their individual inventory reduction goals. It provided an increase in inventory turns and improved our cash flow. We paid as we pulled the bronze bodies out of consignment into the working cell within the plant.

To minimize the supply chain risk of securing material out of China, I developed an Inventory Control Process as shown in the Attached PowerPoint - Exhibit A. In addition, an inventory aging report by Meter Body type was created to insure all products were meeting a 60 day consumption target and highlight problem areas as created by market demand. Adjustments were made in the procurement process. The Inventory and Aging Report is shown in the attached PowerPoint- Exhibit B.

B. Auditing for managing and controlling inventories. By establishing a formal inventory control process I was able to reduce our inventory from $12 million dollars to $8 million dollars in an aggressive 3 month schedule shown in the attached PowerPoint- Exhibit C. This was achieved by setting individual inventory reduction targets for each buyer/planner utilizing the IQT tool and results in the attached PowerPoint- Exhibit D.

The data was live and we were able to audit and control our inventory using the process that I developed and utilization of the IQR inventory tool. It was a very successful project and recognized globally throughout the company.

11. Provide an overview of your managerial philosophy and style and describe how you implement it. My managerial philosophy and style is based upon behaviors that drive Excellence, Innovation, Empowerment and Collaboration.Excellence: I focus on customer needs both internal and external with the overall goal of improving our

NPS score I continuously drive for quality I act in my personal as well as my corporate life with honesty and integrity. I treat others with

the same respect as I expect to receive.

Innovation: I am a change agent looking for positive change I care for my customers

Empowerment

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I trust the capabilities of myself and my team I continuously push for “stretch” factor in all goals and objectives I am all for meeting commitments

Collaboration There is only team! Mentoring and motivating is my goal to create value We always celebrate success

I implement these behaviors and style of management by: I delegate the work/initiatives/strategies to my team members who are ready for new

responsibilities I trust my team and I always remain in the front and visible in times of a crisis. I proactively anticipate change and prepare for it I am a mentor who is always willing to help my team and others to go through change in the

face of resistance. Transforming from a tactical organization to a strategic organization was a key example.

I continuously strive to understand my internal and external customer requirements, business and underlying needs to strive for Excellence and Strategic Value Added Benefit.

I encourage growth and achievement with my team members I work collaboratively with my vendors to achieve success and I have an assertive leadership

style.

I am perceived by my peers to be credible, strategic, analytical, well spoken, action-oriented, wise, thoughtful and professional.

12. Summarize your philosophy and style for communications, to establish and/or maintain respectful and positive relationships and to ensure understanding is created with superiors, peers and subordinates. My communication philosophy and style is to be authentic. I always endorse the positive. I want to establish a rapport by asking those high impact questions, always gathering the relevant information, soliciting ideas and I listen more than I tell.

To establish and maintain a respectful and positive relationship I have the following styles: I work at building harmony and trust - create a positive and productive work environment I am open, sincere and straightforward I have an emphasis as highlighted in my management style to promote collaboration and

consensus I prefer to act in a team environment I believe that “we’re all in this together” I have been successful by leading a team and coaching when needed! I believe that we must solicit input from all involved in the task at hand I believe that when there is a disagreement we communicate facts and not feelings with

recommended solutions I come prepared when possible I present myself with respect but direct I present facts in summary form

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I emphasize the bottom line I am focused on the key objectives

To ensure that I understand the communication with superiors, peers, and subordinates I always summarize, I have checks in place with “will do” and “can do”, and I establish timelines with dates for follow-up.

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