International Purchasing Executive


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International Purchasing Executive

  1. 1. Brent Rohrs International Purchasing and Supply Chain Executive <ul><li>In my most recent executive position, here’s a few examples of what I was able to achieve: </li></ul><ul><li>At Thule, I took a decentralized organization with no structure and centralized their Purchasing and Material Planning Organizations, and implemented global purchasing processes, tools and and segmentation strategies. </li></ul><ul><li>Not only did I set and contribute to the Strategic visions, but I also actively participated in and managed day-to-day manufacturing operations, as well as supply chain constraints in ocean going logistics, quality improvement initiatives, distribution improvements and supplier Kaizen projects. </li></ul><ul><li>As part of the Executive Management Team, I contributed to the divisional direction and collaboratively developed department and individual KPI’s that matched the corporate objectives. </li></ul><ul><li>Working cross-functionally with the global Thule divisions, we develop and implement global synergy opportunities in completed modules and assemblies, logistics, steel, fasteners and corrugated materials. </li></ul>
  2. 2. Thule $1 Billion USD Sport Utility Transportation Solutions Provider <ul><li>Global Vice President of Purchasing - 3/2007 to 4/2009 </li></ul><ul><li>Enterprise Wide Approach & Experience </li></ul><ul><li>I actively coached and directed buyers, material planners and engineers in Asia and North America that constantly worked with existing and potential new suppliers that have the capability to supply high quality, cost competitive components, tooling, and capital equipment to North America, Asia and Europe. </li></ul><ul><li>I developed the Thule Global RFQ and outsourcing processes, in which we conducted preliminary site assessments and on-going quality audits to ensure that the suppliers that are chosen will consistently deliver best in class pricing, high quality components, and are capable of timely deliveries. </li></ul><ul><li>An active participant in the product development cycle, I coordinated sourcing activities by working closely with our suppliers, Product Marketing and Sales, R & D, Engineering, Finance, Quality Assurance, Logistics and the Material Planning employees. My team also supported day-to-day sourcing activities for manufacturing operations and manages supplier relationships. </li></ul><ul><li>Leadership & Coaching Experience </li></ul><ul><li>As a key member of the leadership team, I provided guidance and counsel on overall business strategy and in 2007 I lead the Annual Strategic Plan development for the Towing Division and authorized the Global Thule T&C’s. </li></ul><ul><li>Responsible for interviewing, hiring, training, planning, assigning, and directing work, performance appraisals and addressing and resolving issues. </li></ul><ul><li>I developed comprehensive financial budgets, succession planning, mentoring, and future development programs for each of the Purchasing team of 9 people in various locations globally. (Taiwan, China, California & two locations in Michigan) </li></ul>
  3. 3. <ul><li>Centralized Purchasing & Improved Employee Efficiency </li></ul><ul><li>Situation: When I took over the Purchasing responsibilities of Thule’s North American Towing Division, they had three manufacturing facilities with separate Purchasing Groups buying for their respective plants. </li></ul><ul><li>Action: I centralized the three North American groups into one and hired four people in China to support our increase in (Low Cost Country) LCC sourcing. </li></ul><ul><li>Results: 30% reduction in personnel cost. A t the same time we’ve been able to move Purchasing ahead in the value chain to work more closely with Engineering in the source selection process. This reduced our lead time to market by 4-6 weeks. W e still had the same number of total heads, but we have them in the right place and are better utilizing them. </li></ul><ul><li>Low Cost Country Savings </li></ul><ul><li>Situation: The Towing Division was behind in capturing the cost advantages of sourcing to LCC regions relative to our competitors. </li></ul><ul><li>Action: Expedited the amount of LCC sourcing from $12 million in 2007 to over $20 million in 2008. </li></ul><ul><li>Results: Cumulative savings of approximately $7 million in 2007, 2008 & 2009. </li></ul><ul><li>We did this in a controlled manner; we first developed a LCC Sourcing Process with buy-in from a cross-functional team. Then we set quality standards, conducted initial site surveys, before they were permitted to bid on work, on-site process sign-offs for the initial production run and implemented a launch process in Asia to ensure that the first shipments were certified. On an on-going basis we set-up skip lot and random audits to ensure continued conformance. </li></ul>Thule $1 Billion USD Sport Utility Transportation Solutions Provider
  4. 4. Thule $1 Billion USD Sport Utility Transportation Solutions Provider <ul><li>Logistics Supply Chain Leverage Applied </li></ul><ul><li>Situation: Logistics for Ocean going freight and small parcel service spend was spread over the three North American Divisions with separate sourcing and supply chains. </li></ul><ul><li>Action: Market tested Thule’s North American Logistics spend across the three Thule divisions in North America. </li></ul><ul><li>Results: Consolidated our small parcel spend with one domestic supplier saving $165,000 annually for the Towing Division and $400,000 savings annually for our Ocean going freight. </li></ul><ul><li>Global Corrugated Market Test </li></ul><ul><li>Situation: 5 suppliers supplying 185 cartons to the Lodi, CA USA manufacturing facility with high minimum order quantities causing excess inventory carrying costs and obsolescence. </li></ul><ul><li>Action: Conducted a consolidated Global Market Test for all Thule’s corrugated materials. </li></ul><ul><li>Results: Consolidated the supply base to a single source that will supply the cartons on JIT basis. As a results we saved over $300,000 annually in direct material costs on a $1,050,000 buy for the Lodi, CA facility. </li></ul>
  5. 5. Thule Towing Purchasing Organization
  6. 6. Ford Motor Company $170 Billion USD Automotive Manufacturer <ul><li>Purchasing Manager - 6/2006 to 2/2007 </li></ul><ul><li>With the establishment of ACH (Automotive Components Holdings) by Ford and Visteon, the Sterling Axle Plant was brought back into Ford. I was asked to lead the team that was being established to manage and integrate 72 new suppliers back into Ford. </li></ul><ul><li>Our first action was to assess the Sterling Axle plant’s core competencies with our engineering counterparts to determine which products would be deemed a core competency and which ones could be acquired in the supply base. </li></ul><ul><li>From that study we developed a work plan and began to implement action plans that would deliver $52 million in savings for 2007 and outsourced remaining non-core operations to achieve an incremental savings of $70 million in 2008. </li></ul>
  7. 7. Ford Axle Purchasing Group
  8. 8. Ford Motor Company $170 Billion USD Automotive Manufacturer <ul><li>Purchasing Program Management Supervisor - 6/2004 to 6/2006 </li></ul><ul><li>I took advantage of the opportunity to do a cross-functional rotation within the D-Car Vehicle Program Team. </li></ul><ul><li>I took on the responsibilities for coordinating all sourcing activities of the 1200 components for Ford Taurus/Five Hundred, Mercury Montego & Ford Taurus X/Freestyle vehicles for the current production model year, 2008, 2010 and 2012 Model Years. </li></ul><ul><li>With a team of three analysts we were an integral part of the vehicle program team that interfaced with the Global Purchasing Organization, Program Management, Product Development, Manufacturing, Finance, and Logistics to ensure all sourcing activities met program milestones, deliverables and were within the targeted budget. </li></ul>
  9. 9. Ford Motor Company $170 Billion USD Automotive Manufacturer <ul><li>Global Commodity Manager – 12/2000 to 6/2004 </li></ul><ul><li>As the lead buyer for the Powertrain and Body Mount commodity I took the lead for setting global Purchasing strategies for all the Ford Motor Company brands. (Mazda, Land Rover, Jaguar, Europe, Mexico, Australia and Brazil) We met as a team to discuss sourcing strategies, cost data and overall supplier performance on a weekly basis. </li></ul><ul><li>I coordinated all global platform sourcing activities with Ford’s global brands. The team met on a quarterly basis to review supplier’s annual cost improvement roadmaps, technology innovations, and manufacturing site visits and assessment. </li></ul><ul><li>North American Powertrain and Body Mount Total Value Management (TVM) Team leader that achieved 90% of the full year stretch objective of $8.0 million. </li></ul><ul><li>Neg otiated annual cost reductions on the $150 Million USD NA buy to exceed the commodity cost reduction target; achieving on average a 3% reduction. </li></ul>
  10. 10. Ford Motor Company $170 Billion USD Automotive Manufacturer <ul><li>Global Council Lead/Central Buyer - 12/1999 to 12/2000 </li></ul><ul><li>I expanded my responsibilities as the strategic buyer for wheel ornaments, wheel weights and jacks kits, in addition to the operational negotiations of these commodities. </li></ul><ul><li>These new responsibilities included global annual productivity reviews with suppliers which required cross functional coordination with Volvo, Mazda, Land Rover, Jaguar and Ford of Europe. </li></ul><ul><li>I took the lead of all sourcing decisions for the respective commodities. </li></ul><ul><li>Large & Luxury Car Vehicle Center Buyer - 8/1999 to 12/1999 </li></ul><ul><li>My initial assignment at Ford Motor Company was as an operational buyer responsible for all large and luxury car programs in North America for the Frame & Body Mount commodity. </li></ul><ul><li>I negotiated all Target Agreements, engineering changes, and tooling costs while acting as the Purchasing liaison for all commercial related items for the vehicle assembly plants. </li></ul>
  11. 11. Lear Corporation $16 Billion USD Automotive Interior and Seating Supplier <ul><li>Manager of Cost Estimating - 3/1999 to 8/1999 </li></ul><ul><li>Manager of the estimating department responsible for Structural Systems Division’s customer pricing proposals. </li></ul><ul><li>Worked with Finance, Manufacturing and Engineering to develop all customer quotations including numerous reviews of internal and external manufacturers to ensure that our models were accurate. </li></ul><ul><li>Worked with finance to prepare and adhere to an annual budget for the department and supervised four estimators and one estimating assistant. </li></ul><ul><li>Authored and finalized relevant procedures for the department and supporting roles and initiated ABC (Activity Based Costing) system in five domestic and 7 international manufacturing facilities. </li></ul>
  12. 12. Lear Corporation $16 Billion USD Automotive Interior and Seating Supplier <ul><li>Manufacturing Project Engineer - 9/1997 to 3/1999 </li></ul><ul><li>Joined Lear as the engineering liaison between the design engineer and the three North American manufacturing facilities. </li></ul><ul><li>Worked with the design group to ensure manufacturability of each design, including GD&T schemes and tolerancing. I then quoting, negotiated, sourced, tracked and implemented all prototype and production metal stamping dies, welding and processing equipment and purchased parts necessary to build the product in our facilities. </li></ul><ul><li>I lead Cross Functional Teams for each program and tracked each APQP deliverable and open issues. </li></ul><ul><li>Budgets for each project ranged between $12-15 million USD in capital and tooling. </li></ul>
  13. 13. Autoliv $6.7 Billion USD Automotive Safety Restraints Supplier <ul><li>Program/Account Manager—JCI, Lear and Chrysler - 9/1995 to 9/1997 </li></ul><ul><li>Account Manager for the Chrysler Service Parts Division and Program Manager for the JCI & Lear Corporation for the Chrysler accounts. </li></ul><ul><li>Responsible for tracking and resolving technical, sales, manufacturing, and quality issues for assigned programs (Dodge Stratus, Chrysler Sebring Convertible, and Dodge Dakota). </li></ul><ul><li>Determined new opportunities with seating customers for the OEMs, and developed strategic marketing plans for targeted new business. </li></ul><ul><li>Accountable for $5.1 million in sales and challenged me to obtain new business while managing all commercial issues. </li></ul><ul><li>Resident Quality Engineer - 1/1995 to 12/1995 </li></ul><ul><li>Lead representative and the first point of contact for addressing customer manufacturing facility issues and responsible for communicating and recommending action for timely resolution of quality, engineering, and assembly issues </li></ul>
  14. 14. Dana Corporation $8.5 Billion USD Drivetrain Component Supplier <ul><li>Market Research Analyst - 9/1993-1/1995 </li></ul><ul><li>North American sales support function responsible for tracking leading economic indicators to forecast quarterly and annual market trends that drove the aftermarket drivetrain business. </li></ul><ul><li>Responsible for conducting ad-hoc market studies for the various regional sales people and product specific market studies to determine potential new opportunities by customer base or market segment. </li></ul><ul><li>Researched and authored the first PTU (Power Take-Off Unit) market study for the Chelsea Brand. </li></ul>