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.

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.

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.

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.

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.

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.

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.