• Supply Chain Process Coach in Tier 1 Automotive environment focused on Inventory Management Methods with simultaneous MPL Leadership responsibilities in 1.2 million ft2 manufacturing facility.• Coached team through the development and utilization of a PFEP process (Plan for Every Part) by applying the Toyota KATA methodology, linking a defined inventory stocking strategy to an ERP system. • Developed and implemented an Inventory Control department structured with routines and problem solving that foster improved inventory accuracy through improved transactional accuracy. • Reduced direct inventory by $4.8 million or 12% and reduced inventory losses by $1.8 million or 32% in six months.

Functioned as regional executive leader of supply chain management across nine manufacturing facilities between Mexico, Brazil, and United States, with 825 associates (160 salaried and 665 hourly), supporting $4,000,000,000-per-year global business. Led execution of daily performance, as well as constant development and delivery of future methodologies and strategic continuous improvement within company’s supply chain management, including all aspects of supply chain management for direct and indirect material (excluding purchasing). • Served as executive supply chain leader for most impactful launches in company (T1XX and HD RAM), developing and utilizing structured Gate Management methodology to deliver launch results on time and serving as lead SCM communicator with customers, including greenfield plant launch in Mexico. • Negotiated projects with external warehouse and transportation providers, as well as customer obsolescence claims, accomplishing service and cost targets. • Led supply chain function of distressed acquired plant turnaround project during period of critical major launch activity. Delivered standardized process implementation across plant supply chain functions, built new supply chain team, and executed program launch. • Oversaw leadership of plant closure, including customer and supplier negotiations, execution of customer requirements fulfillment, raw material build-out, and obsolescence mitigation execution. • Served as a strategic partner in the continuous improvement of the global supply chain balanced scorecard development and deployment, visual dynamic storage warehouse strategy implementation through PFEP (Plan for Every Part), global inventory and freight cost forecasting methodologies, plant complexity modeling, global risk management and supply continuity initiatives, and Global SCM4 Assessment and Continuous Improvement Project.

Served as regional leader of supply chain management across eight manufacturing facilities between Mexico and United States, with 750 associates (135 salaried and 615 hourly), supporting $3,000,000,000-per-year business. Oversaw execution of daily performance, as well as constant development and delivery of future methodologies and strategic continuous improvement within company’s supply chain management, including all aspects of supply chain management for direct and indirect material (excluding purchasing). • Oversaw strategic continuous improvement, including Oracle R12 launch, intra-Mexico/Laredo transportation sourcing project, advanced planning software project, organizational restructuring, plant acquisition and integration, supply risk assessment program, indirect inventory minimum/maximum planning project, and Mexico Distribution Center Project. • Achieved 10% per year annual transportation spend improvement. • Delivered 14% per year direct inventory turns improvement. • Gained a 27% improvement in customer complaints. • Earned continuous achievement of scorecard metrics, best in corporation inventory and logistics results, and multiple customer satisfaction awards.

Operated as department/site staff manager for plant supply chain organization consisting of 184 associates (28 salaried and 156 hourly), including functional areas of production control and scheduling, data integrity and systems (MRP), materials operations, shipping, receiving, and logistics. • Consistently exceeded balanced scorecard performance metrics, including inventory turns and value, transportation spend, customer satisfaction, material availability, inventory accuracy rates, shipping and receiving accuracy, associate safety, and human resource management. o Drove 20% improvement in inventory turns over three years, from 17.9 to 21.5, exceeding budget. o Achieved 10% improvement in transportation spend efficiency cost per pound (CWT) over three years, equating to $2,100,000 per year. o Generated 64% improvement in customer satisfaction over three years while launching new OEM customer business. o Awarded consecutive Customer GMCCA Silver Supplier Status from 2013 and 2014 performance. • Led hiring, training, and development of salaried workforce to support supply chain requirements of 875,000-square-foot facility with 60% sales growth in two years to $1,300,000,000 annually. o Executed a successful organizational restructuring, including initiating APICS training/certification plan, university partnership lead and hiring/recruiting with fifth-best supply chain program, and military veteran recruitment. • Directed three consecutive successful annual physical inventories with direct material database of $50,000,000, demonstrating strong development and execution of inventory asset management controls. • Received Richard E. Dauch Chairman’s Award – CUSW Program Launch Team (2014).

Directed team of six inbound/outbound material schedulers, controlling $24,000,000 of direct material inventory, 132 suppliers worldwide, and $1,300,000 of monthly transportation, as well as supplying three OEM customers. • Eliminated $1,100,000 of annual transportation by applying A3 Problem-Solving technique. • Led materials department in multiple successful program launches, increasing plant sales by 50% in one year. • Served as member of sitewide Lean Steering Committee responsible for development and implementation of lean metrics and direction, resulting in achieving the IndustryWeek 2010 North American Best Plants award.

Led team of four inbound and outbound material schedulers across four manufacturing plants, controlling $40,000,000 of direct material inventory within budget. Implemented various lean tools within salaried workforce, including standardized work, level scheduling, and improved Kanban system management to eliminate value stream waste. Developed and worked on implementation team on Oracle PFEP project that was read across all AAM plants worldwide to enable data-driven decision-making and cost reductions within supply chain.

Reduced raw material 62% from $3,900,000 to $1,500,000 from 52-company supply base. Increased inventory turns 68% from 27.2 to 45.7 in 18 months, leading company in metric. Developed and implemented Heijunka Leveled Scheduling methodology benchmarked at AAM plants worldwide. Served as core member of team awarded AAM Lean Plant of the Year in 2007.

Oversaw project management of plant machinery upgrades, re-tool projects, and general maintenance projects. Maintenance Supervisor, Plant 2, Detroit, Michigan, 2004-2005. Managed team of 30 UAW Skilled Trades Associates in preventive, corrective, and emergency maintenance.

Completed five-year customized summer internship program, including roles as materials analyst, maintenance and manufacturing supervisor, continuous improvement program, and shop floor operator.