Paul Tanca
About Paul Tanca
Paul Tanca serves as the Director of Supplier Management at The Standard in Portland, Oregon, a position he has held since 2019. He holds a Master's degree in Biblical and Theological Studies from Western Seminary and has a background in psychology.
Work at The Standard
Paul Tanca has been serving as the Director of Supplier Management at The Standard since 2019. In this role, he is responsible for overseeing supplier relationships and management strategies within the organization. His tenure has included significant initiatives aimed at improving operational efficiency and cost-effectiveness. Prior to his current position, he worked as the Manager of Producer Services at The Standard from 2015 to 2018, where he contributed to various projects that enhanced service delivery.
Education and Expertise
Paul Tanca holds a Master's degree in Biblical and Theological Studies from Western Seminary, which he completed from 2015 to 2019. He also earned a Bachelor of Science (B.S.) in Psychology from Washington State University, studying there from 2005 to 2007. Additionally, he has an Associate of Arts (AA) degree from Clark College, obtained from 2003 to 2005. His educational background supports his expertise in management and operational strategies.
Background
Paul Tanca's professional journey includes a significant tenure at Farmers Insurance, where he worked in various roles from 2008 to 2015. He started as a Service Consultant and advanced to Service Operation Supervisor. During his time at Farmers Insurance, he implemented strategies that improved operational processes and led to substantial cost savings. His experience in these roles has shaped his approach to supplier management and operational efficiency.
Achievements
Throughout his career, Paul Tanca has achieved notable results in operational management. At Farmers Insurance, he implemented a cross-functional team strategy that resulted in over $200,000 in savings in the first year. He also streamlined decision-making processes, reducing turnaround times by 10%. His leadership in designing individual development plans for employees contributed to a positive attrition rate of 36% in the first year. Additionally, he pioneered a Lean Management System that achieved a 60% reduction in inventory and over $100,000 in savings.