Fred Parsons Email and Phone Number

• Provide global on-site support to recover past due orders that are impacting production of aircraft in Savannah. After restoration of production flow, work with these suppliers to correct or implement necessary procedures to prevent disruption in the future.• Identify and assist in implementing continuous improvement throughout the supply chain. Share best practices experienced during my career and make recommendations to improve production and delivery to Gulfstream Aerospace. • Conduct and report out findings from on-site Rate Readiness Reviews, Business Process Reviews, or Strategic Supplier Improvement Plans. If corrective actions are assigned, follow up to verify implementation of change.• Develop and maintain relationships with tooling manufacturers in the Detroit area to expedite orders when necessary. Orders vary from large assembly line fixtures to build aircraft wings or fuselage, to handheld drill jigs. Orders could be direct from Gulfstream or from deep in our supply chain.• Be flexible and adapt to fluid work assignments and requirements. Travel plans are constantly changed, must be ready to go anywhere at any time and interact with all levels of management both internally at Gulfstream or at suppliers.

• Launch Driver Assist forward-looking cameras with various OEMs. Responsible for product from submission of individual bill of material costs of over 400 items per assembly plus all supplier tooling amounts into the bid/win team until end of life. After OEM award of product, necessary components are sourced, PPAP approved, and launched into production. • Liaise between Core Engineering, Commodity, and Quality to ensure lowest cost, highest quality components are being designed into the latest cameras.• Incorporate VAVE opportunities into launches. Risk levels need to be fully understood prior to including VAVE components into product validation builds. If the product fails validation testing, this could place SOP timing in jeopardy. Currently juggling 4 different VAVE opportunities worth $5M annually.• Created an Excel spreadsheet that tracks capacity and demand in part number detail from now until 2020 so capacity gaps can be identified during customer quoting activity and not after product award and SOP. • Being a newer division within TRW, Driver Assist Systems – Cameras, processes have not been optimized. One example, communication between Product Line and Commodity included bulky forms that were time-consuming to fill out. One sheet would take around 5 days to complete. Working with the commodity group that required the lengthy form, I was able to streamline the data with output from other TRW systems and reduce the time to complete the form from 5 days to 3-4 hours, while maintaining crucial data necessary for Commodity.

• Estimated all supplier costs and tooling required to report into the bid/win team for North American Steering product. This included Electric Steering Systems, Hydraulic Steering Systems, and Column Drive Steering Systems. Bill of materials would contain around 100 components. Individual component costs needed to include all duty and freight estimates along with currency baseline information.• Set standard pricing on over 5000 SKUs in SAP and QAD. These standard prices would then be used to track part price variances, savings, and inflation.• Identified and implemented savings opportunities necessary to meet annual savings targets set by executive management as a percentage of spend. Savings targets were typically $10-$12M per year. All savings estimates included timing necessary to implement the opportunity. This information would be handed over to TRW Manufacturing in the form of a monthly savings forecast. I was accountable for all variances and would investigate each one and report back to the plant my findings. Variances were mainly driven by part volumes purchased being different than forecasted. Other variance drivers were POs not being updated, causing the need for retro payments or recoveries, savings projects being delayed for many reasons, or forecasted component savings were not calculated correctly. When the variance was large enough, I would report to the Director of Finance my findings and a plan to close the gap.• Laterally transferred to Global Electronics for upward mobility opportunities and a chance to learn new technology.

• Launched Ford P473 steering gear for F250 and F350 trucks. Acted as Program Manager for purchased components used in the steering gear assembly. Worked with commodity manager team to identify suppliers, account for piece price and tooling gaps from budget. Also ensured alliance between TRW material escalator clauses in purchasing contracts matched Ford Automaterials recovery program. Reported and obtained agreement with Ford cost estimating team on detailed cost breakdowns for all purchased components in the steering gear bill of materials. Then liaised with supplier development teams to create and report supplier PPAP and readiness timing.• Transitioned Ford VN 127 Econoline Van steering gear from Automotive Components Holding to TRW facility in Lafayette, Indiana. Worked with the current supply base for ACH, issue new supply contracts from TRW, PPAP parts, have components shipped to TRW facility, and maintain current reported costs by ACH. Multiple ACH contracts had pricing that was 10+ years old so negotiations were necessary not only with the supplier to suppress price increases, but also with Ford on recovery efforts when cost increases were unavoidable.• Used both SAP and QAD, while Commodity Manager for multiple production facilities, for purchase order and scheduling agreement creation and maintenance, payment research necessary to settle disputes with suppliers, and order history / inventory tracking during line-down situations.• Negotiated recovery of over $100,000 caused by a struggling launch of a powdered metal supplier savings re-source which put all project savings in jeopardy. Working with the plant and the supplier through onsite visits, key issues were identified and root cause was shared between the companies.• Identified $250,000 in savings opportunities by utilizing linear regression analysis of fastener size versus cost. Engineering design was to use a standard fastener but due to GD&T application, a special fastener was required.

• Set up and opened 4 new production facilities, 2 as Senior Project Manager onsite. Project handoff from capital buyer once red iron was in place and building skin was starting to be installed. In less than 4 months time, I converted a skeleton of a building to a profit-producing facility. • Researched and procured a work cell for an RV specific component. Previous methods of fabrication were repetitive in motion and labor-intensive for employees. Converted from a hand pneumatic drill and pop rivet plus a self-tapping screw system to a self-piercing rivet press. The new work cell had a return on investment calculated at 6 months; with the increase in productivity, it was paid off in 4 months. • Reduced inventory from $8M to $4M during tenure as Senior Buyer in Pennsylvania facility. Developed an inventory tracking system to help forecast future production requirements. Worked with suppliers to sell back inventory, identified inventory that could be re-worked to fill production needs, and organized inventory warehouse to stop unnecessary ordering of parts.• Recovered failing facility in Indiana as General Manager. A facility I had successfully launched in the past began losing money due to poor employee morale and poor quality. Worked with the quality department to re-implement quality checklists prior to shipment of product. Grabbed a welding hood and gloves to work on the line with employees to drive team atmosphere. In 2 months’ time, facility began showing a profit and quality scores climbed.