Ronald Wilson Email & Phone Number

Deerfield, Il, Us

Deerfield, Il, Us

North Olmsted, Ohio, Us

Zurich, Zh, Ch

Drive integration of 10,000 employees from the Industrial Solutions business ($2B Supply Chain of 29 sites, sourcing, warehousing and distribution) into the three legacy ABB business units in the EP division. Lead all supply chain activity with intense focus on customer service, cost performance, capacity expansion, and safety. Aligned team to new structure and culture through change leadership and coaching.► Accelerated integration by 50% with completion date moved from 18 months to 9 months. Worked with business unit leaders to align people and process, driving $25M in synergy. Announced and executing two plant closures.► Delivered 7% labor productivity ($24M annual rate) by leveraging volume increases, and improving throughput as well as restructuring $4M of indirect cost.► Reduction of customer over dues by 70% to $12M (1.5 days) through team pivot to capacity and growth. Implemented slot scheduling for MTO project plants improving on time delivery.► Improved safety results through time of change with a 30% decrease in accidents with increased work hours.

Boston, Ma, Us

Brought in to stabilize and lead a $2B supply chain including global manufacturing footprint of 29 sites, sourcing, warehousing, and distribution; report directly to CEO of business unit. Challenged to set in place a plan to drive 2X improvement in cost out over historic rates, improve customer service, and decrease inventory levels. Prepare the business for ABB acquisition and day one readiness.►Formulate and execute a plan to drive $50M variable cost out of supply chain in 2018. Right sized the business in first half of year to align labor with productivity targets. Drove material sourcing strategy focused on dual sourcing and lead time improvements as well as hedging and tariff strategies.► Improved make to stock fill rate execution five points by aligning customer focused metrics on flow plants around schedule attainment and needs.► Positioned team for improvement in EHS and injury rates, and sustainable quality improvements by aligning team with common goals and objectives around key inputs.

Boston, Ma, Us

Drove procurement synergies across GE company business units for direct material buys of $45B annually. Key areas of focus included intercompany sales, aggregation of key commodity spend, supplier consolidation, digital enablement, and process improvement. Exercised influential leadership in implementing a cultural change to grouped sourcing.► Increased operating profit $600M by driving intercompany sales of $2.5B over a three-year period. Focused on process simplification, product platform entitlement, and strategic cost out programs. Executed over $1B cross buy opportunity between Alstom acquisition and legacy GE businesses.► Realized $250M in savings over three-year period by establishing electronics center of excellence to aggregate $1.2B of spend into central sourcing team. Consolidated from 150 to 3 suppliers; negotiated vendor contracts.► Reduced costs 20% and supplier base 90% by executing aggregated buy in C-Class parts including fasteners, electrical harness/cables, and machined parts. ► Implemented use of data analytics across sourcing organization; data tools provided visibility on cost, purchase price variance, suppliers, and favorable terms.► Drove cultural shift to “One GE” mentality for RFQ orders for suppliers. Promoted consistent practices, encouraged expertise sharing, and achieved lower base costs.

Boston, Ma, Us

Directed efforts for $2B global supply chain with 12,000+ employees, including vertically-integrated manufacturing, sourcing, distribution and logistics; reported directly to CEO. Managed and allocated $80M annual capital expenditure budget focused on productivity, capacity, and process improvement.► Removed $300M in variable and base cost by transitioning from 53 to 26 global manufacturing plants; reduced infrastructure while building global Centers of Excellence. Decreased headcount from 15,000 to 10,000 employees.► Reduced product costs by driving factory productivity on labor and overhead 10%+, and removing material costs 5% through strategic sourcing, product design, and manufacturing process improvements.► Achieved lead time reduction of 80% in LED fixtures business; moved business from make-to-stock to make-to-order, transforming supply chain model through lean implementation.► Drove costs savings and synergies by integrating acquisitions into LED business.► Increased employee engagement and accident prevention by enacting safety improvements in manufacturing and warehouse facilities.

Boston, Ma, Us

Managed operations across 28 NA manufacturing locations with $500M in cost and 2,300 employees. Challenged with driving out cost and improving safety culture. Mentored and coached plant managers and operations managers.

Boston, Ma, Us

Managed fulfillment portion of NA lighting supply chain operations, including customer service, production planning and inventory. Reported to VP of supply chain with 5 direct reports and total team of 50.

Boston, Ma, Us

Led all activities of over 100 MBB’s and BB’s across appliances, lighting, and industrial solutions businesses. Gained exposure to multiple business units, quality, and continuous improvement groups. Recommended more efficient internal/external practices related to service calls and scrap rate in manufacturing.

Boston, Ma, Us

Directed all product management activities across three product lines including new product introduction, pricing, costing, manufacturing, value proposition, and positioning strategy. Obtained voice of the customer for input on product strategy and end user interface. Managed P&L for $500M of product revenue.

Boston, Ma, Us

Several positions with progressive responsibility in operations and plant management.

Bs, Mechanical Engineering

Mba, Business