Sarah Thomas Email & Phone Number

Franklin, MI, US

Columbus, Indiana, US

• Purchasing responsibility for $2.2B in spend, supervising a team of eight Directors and a supporting team of 170 global employees.
• Work in collaboration with cross-functional team to understand their needs, develop regional and global strategies to help drive results.
• Design and execute cost reduction strategies to support AOP targets.
• Cultivate and maintain strategic relationships with key suppliers.
• Provides broad, strategic leadership in sourcing processes that capitalize on opportunities for the business.
• Empower a purchasing organization to use relationships as an avenue to drive performance through its People, Process, and Purpose.

Columbus, Indiana, US

• Orchestrated purchasing for $80M in spend with expectations for significant growth, supervising a team of over a dozen staff while fostering cross-functional collaboration with other business units to implement.
• Requested to focus on Electrification due to long-term revenue driving potential, setting up a robust supplier base for the 14Xe powertrain to achieve cost, quality, and delivery targets through strong strategic.
• Championed servant leadership, setting goals for personnel and providing the resources to achieve professional and personal objectives; empowered and engaged the team through mentoring, coaching, and encouragement to.
• Guided the selection, negotiation, and management of all vendors and suppliers to build strong, long-lasting partnerships while safeguarding cost effectiveness and profitability.
• Reported to the Vice President of Procurement and then the General Manager of Electrification, interfacing extensively with executive leadership on decision-making and strategic planning.

Columbus, Indiana, US

• Directed three business units encompassing legacy products as well as new innovations, overseeing a team while managing supplier deliveries and navigating labor and material shortages to prevent customer line down and.
• Achieved major cost savings through negotiation, resourcing, and product enhancement to offset increased raw material costs during the COVID-19 pandemic and accompanying inflation.
• Established and sustained a positive and welcoming workplace environment, organizing events and recognition for anniversaries, birthdays, and milestones to celebrate employee achievements.
• Participated in the Women Business Organization Employee Resource Group (ERG), providing networking, training, and development opportunities to encourage female leadership growth.

Columbus, Indiana, US

• Stewarded strategic management across a global supply base with commodities including friction, drums, rotors, suspension components, fasteners, brake pads, weldments, castings, forgings, and stampings.
• Consistently placed employees in positions to succeed, delivering mentoring, coaching, and advice that boosted professional skillsets while empowering personnel to achieve objectives; nurtured career advancement that.
• Recognized as a high-potential manager, earning selection to the Leadership Edge development program that provided further training and education on executive leadership.

Mchenry, IL, US

• Maintained responsibility for $132M in spend for drum and rotor, $100M in spend for indirect services, and $104M for friction.
• Steered cross-functional collaboration with Product Development, Sales, Planning, Human Resources, Operations, Finance, Marketing, and IT departments to reduce costs while upholding quality performance standards.

Northville, Michigan, US

• Handled global purchasing for $180M in spend across fibers, minerals, and rubber, providing business units with required products at competitive costs to ensure profitable operations.

Northville, Michigan, US

• Supervised $180M for various commodities including plastic, rubber, fuel, lighting, hardware, stampings, and machined components by negotiating, creating, maintaining, and enforcing supplier contracts as well as.

Northville, Michigan, US

• Oversaw 26 plants for stamping and machined components, defining commodity strategy encompassing supply base rationalization, spend management, and segmentation to achieve corporate, purchasing, and business unit.

Northville, Michigan, US

• Managed 25 plants and $10M in spend for plastic purchased components, 50.2M in spend for seals and gaskets, and 19 plants and $24.2M in spend for rubber purchased components.

Master Of Business Administration - Mba

Bachelor Of Business Administration - Bba

Associate Of Arts - Aa, Automotive Marketing