Daryl's bio: As a Senior Director at GEP, Daryl Watkins has more than 24 years of industry and consulting experience with a wide variety of client experience including Public Sector, Retail, Food, Finance, Pharmaceuticals, Utilities, Chemicals, Manufacturing and Contract Manufacturing. Daryl specializes in Facilities Management transformation along with Real Estate optimization. His primary clients have been C suite executives where he has advised on various aspects of FM and RE strategies. Daryl has conducted FM transformational projects globally (including janitorial, landscaping, waste, security, maintenance, construction and other services required to support both office, manufacturing, plant and retail facilities). Key strategies deployed include: establishing preventive vs. reactive maintenance, consolidating vendor base, introducing integrated providers, SRM, scope and SLA/KPI development, “right sizing” standards, CMMS technology enablement along with demand management. Daryl began his career at IBM where he led the world-wide quality organization along with working extensively with contract manufacturers for electronic components. IBM is where he crafted his deep expertise in strategic sourcing. Post IBM, Daryl has spent the last 14 years leading engagement teams through supply chain transformations. He has worked with firms such as A.T. Kearney, FTI, and Maine Pointe. Daryl has a BSME and MSIE from Georgia Tech and an MBA from UNC – Chapel Hill.
Daryl's bio: As a Senior Director at GEP, Daryl Watkins has more than 24 years of industry and consulting experience with a wide variety of client experience including Public Sector, Retail, Food, Finance, Pharmaceuticals, Utilities, Chemicals, Manufacturing and Contract Manufacturing. Daryl specializes in Facilities Management transformation along with Real Estate optimization. His primary clients have been C suite executives where he has advised on various aspects of FM and RE strategies.
Daryl has conducted FM transformational projects globally (including janitorial, landscaping, waste, security, maintenance, construction and other services required to support both office, manufacturing, plant and retail facilities). Key strategies deployed include: establishing preventive vs. reactive maintenance, consolidating vendor base, introducing integrated providers, SRM, scope and SLA/KPI development, “right sizing” standards, CMMS technology enablement along with demand management.
Daryl began his career at IBM where he led the world-wide quality organization along with working extensively with contract manufacturers for electronic components. IBM is where he crafted his deep expertise in strategic sourcing. Post IBM, Daryl has spent the last 14 years leading engagement teams through supply chain transformations. He has worked with firms such as A.T. Kearney, FTI, and Maine Pointe.
Daryl has a BSME and MSIE from Georgia Tech and an MBA from UNC – Chapel Hill.
Business
Business Procurement and the Urgent Opportunity to Increase Diverse Suppliers
Investments in diverse suppliers will not only enhance a company’s social responsibility footprint but will also have the potential to impact its bottom line.
