Jeff O'Connor Email & Phone Number

Birmingham, Ohio, Us

Reported to the President. Directed supply chain and planning functions. Managed 7 direct reports.* Improved working capital position by reducing inventory by $2.1M (19%), implementing sourcing initiatives that realized hard savings of $.73M, and increasing days payable outstanding (DPO) by 47%.* Increased on-time delivery performance to customers by 5.1% (to 96.6%) and reduced backlog by 44%.* Implemented Kanban scheduling software for top 20 items (35% of sales), reducing lead-time by 80% and work-in-process inventory by 70%.* Developed company’s SI&OP (Sales, Inventory, and Operations Planning) process, integrating systems and aligning cross-functional leadership. * Strengthened department performance by requiring accountability, empowering decision making, realigning responsibilities, providing opportunities, and enhancing system usage.

Concord Twp., Ohio, Us

Reported to Vice-President, Operations. Led North American supply chain function. Managed 16 employees. * Implemented and owned the company’s SI&OP process, integrating systems and aligning leadership. * Transformed the supply chain team by increasing responsibilities, leveraging capabilities, and ensuring accountability to supporting emerging Automation business and NPI (New Product Introduction) launches. * Oversaw functional SAP system conversion: guided transition from LN, created implementation road maps, and completed gap analytics to ensure business system integration and maximized capabilities. * Developed structured NPI stage-gate process to align activities, facilitate hand-offs, and drive ownership.

Cleveland, Ohio, Us

Reported to the Senior Director, Operational Finance. Directed supply chain functions for operations in Michigan’s Upper Peninsula, Minnesota’s Iron Range, and Toledo, OH. Managed 23 direct employees. * Led supply chain performance on significant projects: Mustang ($80M), Oz ($95M), and HBI ($1B).* Redesigned and optimized department, reducing headcount by 47 employees (67%).* Leveraged systems to augment Ellipse ERP functionality: improving efficiencies, increasing control, and enhancing the procure-to-pay process.* Doubled group effectiveness through training, role and position realignment, policy and procedure development, and interfacing with key business functions.* Integrated annual site budget development with departmental strategic plans.* Realized 3% annual cost reductions and avoidances by finding new sources, competitive bidding, negotiating, substituting, using index-based pricing, and entering into multi-year agreements.* Received CEO Special Recognition Award in 2013 for positively impacting net cash flow $125M through deferrals and alternate payment arrangements.

Cleveland, Ohio, Us

Cleveland, Ohio, Us

Cleveland, Ohio, Us

Led material management function for unionized multi-facility operation. Supervised 19 employees.* Oversaw $275M annual spend and averaged $7M in annual cost savings; achieved through combining strategic negotiations with contract and supplier relationship management implementation.* Increased department effectiveness 30% by setting direction, realigning roles, and ensuring accountability.* Enhanced performance through KPI development, detailed reporting, and process standardization.

Azusa, California, Us

Led corporate-wide initiatives, leveraged commodities, and rationalized supply base. Supervised 6 employees.* Oversaw $50M raw material inventory spend and realized annual cost reductions of more than $1.75M.* Consolidated vendor base 25% annually while integrating 40 new suppliers from strategic line transfers.* Increased vendor-managed inventory participation by 15%, encompassing over 99% of all components.* Developed vendor and corporate audit programs that eliminated year-end physical inventories. * Improved vendor on-time delivery performance by 17% through supplier relationship management programs that resulted in a net inventory reduction of $12M.

Troy, Michigan, Us

Managed supply chain functions for unionized Tier I automotive supplier averaging $90M in annual sales. Supervised 10 direct reports and oversaw $80M annual inventory and $2M transportation spend. * Applied lean methodologies that reduced manufacturing lead-times 33% and inventory levels 45%, while increasing inventory turns 164%, delivery performance 30%, and inventory accuracy 13%.* Integrated multi-facility responsibilities, reducing headcount by 40% and operating expenses by 25%.* Consolidated logistics base, identified sourcing opportunities, and implemented programs that saved the company in excess of $1M annually.

Troy, Michigan, Us

Based in Wales, led multi-national team analyzing European Trailer Business supply chain risks and consolidation opportunities for operations in France, Holland, Ireland, Italy, Spain, and the United Kingdom.* Implemented constraint-based scheduling software, integrating with existing Oracle ERP system.* Identified fragmented systems, developed models, and formalized division-wide processes.* Designed and tested supply chain functional requirements for North American Oracle implementation.

Arlington, Virginia, Us

Master Of Business Administration (M.B.A.), Manufacturing Management

Bachelor Of Science (B.S.), Operations And Production Management