6-month project to assess the current state of the Supply Chain policies, procedures, and organizational structure across the Waynesboro, PA and the Juarez, MX sites. Responsible to design a warehouse layout, implement locations, and use of item numbers. Ground up physical materials organization through to the preparation for physical inventory and the implementation of cycle count. In parallel, a reset of the ERP Workwise system starting from basic data cleansing, calculations of safety stock, material strategies, turn on jobs, and the restart of MRP buying. Executed kitting and clear to build for Operations.

• (3) Plant Locations – Rochester, NY; Williamsport, MD; Cd. Juarez, MX – (3) Distribution Centers – Alachua, FL; El Paso, TX; Dallas, TX – High SKU Count, High Volume Manufacturing plus Job Shop Type Operations• (3) Materials Managers, (1) Logistics Manager, (1) Supply Chain Systems Manager, (1) CustomerService Manager, (1) Supply Chain Analyst, (6) Planner / Buyers, (2) Shipping Supervisors, (3) Inventory Accuracy Specialists, and (26) Warehouse / Shipping Clerks (+3 Temp)• Business Process Owner to lead Supply Chain Implementation of IFS ERP, WADACO WMS, and Elemica TMS• Member of the Senior Management Team (SMT)• Responsible for:o Monthly SIOP Process, Customer Qualifications, Capacity Meetings and Daily Capacity Reporting o Inventory Management, Control, and Budgetingo Cycle Countingo Material Planning, Scheduling, and Tactical Buying o Pick / Pack / Ship with On Time Deliveryo Capacity and Load Planning / Operations Strategyo Transportation and Logistics, inc. budgeto ERP Settings and Executiono Kanban Implementation and Execution• Rolled Out Operations Reports – Load / Capacity, Buffer Health, Daily Inventory, Red / Green• Standardized Production Schedules – Made Systemic Daily (Juarez)• Hands-on Juarez Plant Recovery – Direct Operations and Materials Coaching• Talent Development, Bi-Weekly 1:1 with Each Leader – Skip Level 1:1 During Plant Visits• Implemented Formalized Cycle Count• Implemented Daily Production Meetings• Implemented Material Review Board (MRB), Co-Chair with Quality Director• Implemented Kanban – In Process and Between Plants• Responsible for SIOP process and Forecast Load• Executive Support to Implement cPro• Team Member to Select New ERP System• Logistics Accomplishments – Stacking in Shipping, Interplant Strategies, Implementation of Uber Freight; $256k Savings• Implemented 100% Shipping Scanning – 96 Errors in 2018 and Expected 38 Errors in 2019; 60% Improvement

Logistics, Cross Docking, Receiving, Shipping, Warehousing, Inventory Control, Cycle Counting, Scrap Transactions, and Material Replenishment• (5) Businesses, (3) Buildings, (10) Direct Warehouse/Indirect Crib Locations; on Site staff reporting directly to Campus Operations Director and peer to (3) Focus Factory Managers (VSM’s) – Total Logistics Group = (89)• (2) Logistics Leaders, (5) Group Leaders, (63) Warehouse Workers, (1) SAP Delivery Analyst, (1) Customer Advocacy, and (1) Honeywell Operating System WH Specialist• Implemented New Cycle Count Team of (8) and Team of (7) Scrap Transactional Analysts all Lead by an Inventory Control Leader• Weekly Inventory Accuracy Reporting by Storage Location – Goals given to Production of 95% Inventory Accuracy and Warehouse of 97% Inventory Accuracy• Distribution Center - Finished Goods Warehouse with Shipments to carriers in El Paso, Direct to >1300 Customers, Averaging 350 to 500 shipments per day• Implemented Shipping Status Boards and Daily Tier Meetings for Logistics• Developed the Logistics and Material Replenishment Site Strategy • Implementation of Material Replenishment from Warehouse to Floor including: Point of Use Pull, Material Delivery Routes / Water Spiders, Raw Material Warehouse Layout, and Unique Item Kits Push• Improved staffing and security of Indirect Material Cribs• Working on implementation of Vocollect voice for put away, picking, cycle count, and packers coupled with wireless printers.• Converting closing of floor orders in SAP to FG Warehouse Putaway

• Campus Materials Manager over (4) Businesses, (3) Buildings, on Site staff reporting directly to Campus Operations Director and peer of (3) Value Stream Leaders • Responsibility for (4) Planning Leaders, (28) Planners and (1) Reports Specialist• Main activities included communization of work and reporting between all businesses, understanding causes and main reasons for internal and external past due and inventory, as well as inventory dollars and days onhand.• Enterprise systems – Originally Oracle with (3) phased staged conversions to SAP.• Metrics – Delivery, Past Due, Inventory, DOS, Revenue, COGIs, Aging Jobs, Expedites, non-TECO, Inventory Accuracy• Strong emphasis on information needs of Operations for capacity planning, safety stock attainment, part set up, rough cut capacity, headcount predictions, inventory forecasting, and reports to properly see business and maintain or return stability.• Standardization across business teams of build plan, production boards, Planner Standard Work, and Customer alerts.• HOS (Honeywell Operating System) – Champion for Materials Replenishment and SIOP Specifications. • Plan for Every Part (ROP, MRP, Kanban, Safety Stocks).• Customer champion for delivery improvement – focus customer = CATERPILLAR – maintaining >95% OTD.• Green belt received January 2013 for CAT Service parts delivery improvement from 67% OTD in January 2012 to 97.6% December 2012.

• Over (3) Plants: Molding Operation, El Paso; Assembly, Juarez, MX; Remanufacture/Reverse Logistics, Juarez, MX.• Responsible for materials strategies, scheduling, schedule attainment, purchased parts planning, safety stock, and delivery, common materials processes between the plants, inventory budget, transportation budget, scheduling, manpower planning, receiving audit, and cycle counting.• Negotiation for Juarez warehouse for purchased parts – Set up foundation for readiness to step to Vendor Managed Inventory (VMI) for Asian suppliers.• Added local logistics management to improve contracted driver teams turns for across border movements; improve shipping visibility and accuracy to distribution centers (DCs); better predict and manage expedited freight; create routes for local suppliers (El Paso and Juarez); track trailers and cost; and manage warehouses more effectively.• Improved processes for Receiving– including a locked down receiving process to capture and correct problems with Supplier’s shipping documents, pack quantities, and subsequent invoices for payment as well as prevention of double receipts with daily status updates.• Redefined plants’ buffer layout, buffering strategies, and added storage locators with LPN scanning; implemented min/max buffer management for resin.• Implemented internal pull process between plants and from warehouse.• Developed planning for IDL materials fork truck drivers to predict labor required at varying production levels.

• Newly created position to lead the growth of the local Purchasing organization in Mexico for the Thermal division• Member of the Mexico Operations Staff• Member of the Purchasing Human Resources Council in Mexico across all divisions• Manage all aspects of Category Buyers (screws, foam, fasteners, rubber seals, o-rings, filters, etc…) related to commercial strategies, initiatives, savings targets, negotiations, stop ship, hostile suppliers, financially troubled suppliers, re-sourcing, quoting, and business award.• Local Manager for Compressor Buyers (aluminum castings, forgings, etc…)• Local Manager for Advance Supplier Quality Group.• Regained management of Supply Chain and Supplier Inbound Packaging Group (see previous job for span of responsibility). All new people – training from basics up to rebuild experience level.• Lead Cost Management team related to indirect and direct material cost savings.• Work with local Production Control groups to resolve payment issues, receipt issues, premium transportation expense, and cost collections to suppliers.• Negotiate and conduct workshops with Suppliers who do not meet or exceed contract term standards in terms of: payment terms, title transfer location, INCOTERMS, length of contractual pricing, or long term agreement improvements in total cost.• Special Project: Implementation of an Inbound Vendor Managed Inventory location that is now the new Inbound Operating Strategy for International and Long Haul suppliers. Use of VMI’s Maquilla Servicio status, Virtual Pedimentos, as well as the Recinto Fiscalisado [Free Trade Zone]. First (6) suppliers implemented into the project enabled inventory reduction of $1.74 million [working capital] and an annual cost savings of $925,000 in transportation, customs/duties, inventory carrying cost, and repack operators – in addition to significant floorspace savings inside the plant.

• Newly created position to work seamlessly across functional groups of Purchasing, PC&L, Manufacturing/Industrial Engineering, and Operations.• Responsible to be a Change Agent to the organization to understand the effect of early program decisions on execution costs and supply selection on the total extended value stream.• Developed and implemented a new business model to pull Supplier Packaging, Logistics, and Advance Production Control into a single Supply Chain Group.• Lead group responsible to develop the Material and Information Flow Plan: Extended Value Stream Map, System Inventory Analysis, Physical State Map, Supplier Packaging Plan, Cash to Cash Analysis, Material Authorization Risk and Logistics Plan.• Developed standard work for Advance Planning from Strategy stage thru Plant Launch to ensure total-system decisions and costs are comprehended – Customer, Plant, and Supplier. Responsible for Production Control launch readiness and linkages with zero defect launch activities.• Run workshops internally and with customers (at customer locations) to improve business model overall and reduce costs and enable Delphi to win new business.• Most Significant Special Project: Convert overseas electronics suppliers to TTUC [title transfer upon consumption] and eliminate suppliers regional warehouses – annual cost savings > $2 million – primarily in transportation, customs and duties and piece price; plus a net extension of their payment terms of 15 additional days approximately – while maintaining appropriate in region safety stock to ensure uninterrupted production.• Change Management (CMII) Steering Committee Member.• Set up Lean Supplier Consortium in conjunction with Empire Development and University at Buffalo TCIE to provide free lean training and implementation workshops to NYS based suppliers.• Brought Niagara University Supply Chain Certificate Program on-site