Al Farrar Email & Phone Number

Global Headquarters, Michigan

2004 to 2008 Staff Business Office Manager• Developed strategic and tactical plans aimed at facilitating ongoing product design operations world-wide, and positioned for spin-off or sale. • Coordinated interaction between company Legal, Sales, Engineering, Manufacturing and Human Resources Departments.• Oversaw relevant company proprietary information rights and Engineering Data Base/Design Tool security. 2000 to 2004 Process Owner, Worldwide Product Development IT Support Spending• Developed, delivered and operated a new process for approval of Engineering IT expenditures, e.g. hardware, software, CAD.CAE design tools and licenses.• Reversed the past trend of over spending, and instituted a very effective way to eliminate five to ten million dollars of wasted spending yearly.1999 to 2000 Supervisor, Staff Systems Engineering Dept. • Managed a team of Systems Engineers who maintained and delivered Engineering support worldwide.1998 to 1999 Lead Product Development/Engineering Expert for Information Systems Team• Translate/communicate engineering business needs and process requirements to the Andersen Consulting / SAP team contracted to replace most legacy business and engineering systems with the SAP Enterprise Resource Planning (ERP) software tool set.• Developed the SAP “Material Master” training plan package for engineering related departments and delivered class room training for same.1994 to 1998 Lead Project Manager, F-Series Comm. Truck• Identified carryover and new sourcing opportunities across all interior and exterior product lines; developed cost, price and investment targets and budgets.• Lead the Project from Clay Studio through vehicle launch.1990 to 1994 Lead Project Manager, Thunderbird/Cougar• Project Managed sourcing, cost/price targets, design & release of all Visteon products. Combined products accounted for $1,000 price based sourcing and an associated $60 million in facility/tool investment.

Global Headquarters, Michigan

• Developed and bid, through Ford Purchasing, on new product sourcing for the division.• Negotiated in Japan and the U.S with Mazda Purchasing and gained product sourcing that generated over $35 million in revenue and $14 million in facility/tooling investment.• Initiated and influenced the design of a luxury car instrument panel that resulted in a $1.2 million savings to Ford prior to vehicle launch. • Spearheaded product capabilities and performance characteristics on blow molded fuel tanks resulting in over $10 million new revenues for the division.• Served as Staff Sourcing Analyst for the start up of a Ford/Visa Corp. joint venture parts plant in Mexico.• ‘78 to ‘80, Buyer for experimental Engine machined components and concept testing/development time and material contracts, $5 to $10 million yearly buy.

Plymouth, Michigan

• ’76 to ’78, Buyer for all Banking Systems Business Machines mechanical components. Responsible for $20 million per year via new buys and yearly releases against long term contracts.• ’74 to ’76, Industrial Engineer charged with re-engineering their existing Material Requirements Planning “MRP” software system and process. Also supervised production PCB component insertion and board flow solder areas.

Ecorse, Michigan

Conducted, summarized and implemented time and motion studies for hourly employee payroll incentive systems. Increased individual employee efficiency, lowered overall headcount and labor costs, while increasing production output.

Dearborn, Michigan

• Production Supervisor for various machining and engine assembly areas.• Analyst/administrator in both Hourly Labor Relations Office and Plant Safety Office.

Pursued Master Of Business Administration (Mba)

Bachelor Of Science (B.S.), Industrial Management