Bruce Beier Email & Phone Number

Southfield, Michigan

Auburn Hills, Michigan

Lead Sales, Engineering and Program Management teams in developing and managing opportunities with all of the major Automotive OEMs

Cleveland/Akron, Ohio Area

Developed and managed Goodyear’s Commercial OEM business of 75+ customers and sales team of 4 direct reports, 40+ indirect, 7 critical cross-functional areas.• Negotiated several new major customer contractual agreements worth over $200M in annual sales.• Re-designed new Commercial OEM sales strategy. This leveraged cross-divisional sales resources, required significant cross-functional support, and utilized new performance metrics.• Partnered with global counterparts in other regions ensuring consistency of approach and leveraging Goodyear’s global footprint.• Initiated business process changes: 1) ensured OE customer requirements were captured in the product development process, 2) implemented new forecasting tools to optimize production planning, reduce cost and improve on-time deliveries, 3) re-engineered funding of customer marketing events.

Greater Detroit Area

Managed several global teams in the development of Automotive OEM business for key accounts including GM, Mercedes, BMW and VW account teams: annual sales >$600M. • Achieved dramatic profitability reversal in all accounts from multiple year losses to consistent profitability.• Grew sales 4x for BMW and MB.• Won major new business contracts: Chevrolet Silverado / GMC Sierra, Cadillac XTS, Chevrolet Malibu, Buick LaCrosse, Buick Regal, Chevrolet Camaro, BMW X5, Mercedes ML, Mercedes GL.• Managed projects for all new business contracts won.• Global lead for GM and partnered globally for all other accounts.• Implemented raw material indexed pricing with major accounts.

Greater Detroit Area

Responsible for leading the Chrysler Group Supply Chain Organization cost reduction activities.• Achieved the following cost reductions: $120M in 2006 and $82M in 2005.• Led cross-functional teams with Product Engineering, Procurement, Finance and Manufacturing to optimize supply chain operations.• Managed 6-person team responsible for planning and implementing supply chain cost reductions.• Briefed senior executives on status, financials, and outcomes.• Developed and implemented new cost reduction methodologies and systems.• Redesigned performance metrics to support goal attainment.

Greater Detroit Area

Led several cross-functional teams implementing cost reduction initiatives. Functional disciplines included Logistics, Procurement, Advanced Manufacturing, Industrial Engineering, Finance and Labor Relations.• Implemented new systems linking cross-functional cost elements driving total cost decision making.• Achieved over $20M in cost savings in 2004.• Presented several projects to the COO that were approved and implemented.• Deployed the “iPass” system to support cross-functional, total cost decision making.

Birmingham, Michigan

• Secure lines of credits and capital funding• Monitor and analyze monthly operating results against budget• Manage the preparation of all financial reports• Manage logistics for all inbound product• Manage customs clearance of imported product lines

Greater Detroit Area

Developed Thyssen’s National Sales initiative with large multi-location customers focusing on new market development, major automotive sales accounts, export programs, offshore sourcing, and new source development. • Generated 10X business growth from $2M to $40M annually during a 12-month period in the Florida Sales region. Also secured offshore sourcing to support this business.• Won major export contract for Mercedes and BMW, developed and managed a cross-functional team for all aspects of the export program with $35M in sales.• Managed domestic accounts of Ford and Budd with annual sales of $40M.• Secured new contracts for $20M of National Account business.• Responsible for Non-Automotive business development in the US and Mexico including all sourcing and logistics management with initial sales of $43M.• Managed new sourcing from the US, Germany, India, Indonesia, Argentina, Brazil, South Africa, Mexico, Venezuela, and Finland to support sales growth on select accounts.• Responsible for all sourcing and negotiations for National Account development.

Greater Detroit Area

Responsible for operational effectiveness and cost optimization at 5 separate locations in South Carolina, Florida, Georgia, Texas and California.• Achieved 70% reduction in inventory at the Texas plate distribution yard. • Consolidated Southeast operations to centralized administrative and support activities for the region.• Re-engineered the California plate burning operation activities to contain operating cost overruns and inventory shrinkage. Returned unit to stable profitability.• Reduced unplanned overtime 80% and set-up times 90% by implementing SMED and TPM methods at the South Carolina facility.• Established IT links with key customers to further customer cost reduction objectives.• Managed $23M investment at the South Carolina facility including marketing plan development, financial analysis, and equipment procurement.• Developed an Activity Based Costing model for the South Carolina facility.

Greater Detroit Area

Responsible for lean manufacturing deployment in 70 manufacturing sites in North America and Europe. Results from targeted areas and related activities:• 20% - 80% reduction in inventory levels.• 10% - 30% improvement in working capital turnover.• 50% - 90% reduction in lead-times.• 5%- 20% reduction in operating costs.• Recruited and directed lean manufacturing staff at individual plant sites.• Initiated European lean manufacturing group.• Provided quarterly progress reviews to chairman regarding lean manufacturing deployment.• Developed custom tools to support cost and working capital reduction objectives.

Greater Detroit Area

Responsible for sales and management of a variety of engagements focused on cost reduction, quality improvement, marketing and customer service.• Project manager on a lean manufacturing engagement for a major automotive supplier. Results included 70% WIP reduction, 40% finished goods reduction and a 95% improvement in on-time delivery.• Co-developer of a new audit approach emphasizing operations assessments. Received the PW’s annual national “Chairman’s Client Service Award” for this work.• Project manager on lean manufacturing engagement for a mold-base manufacturer. Project resulted in a 50%-80% lead-time reduction, 40% - 60% WIP reduction, 30% - 50% increase in sales

Greater Detroit Area