BRADLEY D. JOHNSON Page * of *

BRADLEY D. JOHNSON

*** *. ******* *** • Canton, Michigan 48188

734-***-**** (Cell)

acauag@r.postjobfree.com

SUPPLY CHAIN EXECUTIVE

Highly motivated and committed executive leader with more than 20 years of supply chain experience. Passion for success and a

continuous improvement mentality have contributed to a track record of positive results and career growth. The combination of strong

leadership and organizational skills have allowed for becoming accustomed to a high pressure and fast paced environment. Utilizing a

multi-source and data driven approach, decision making considers the aggregate success of the organization. Experience includes

both plant manufacturing as well as corporate environments.

Responsibilities and Experiences include:

• Budget Development • Lean Manufacturing Principles

• Supplier Contract Negotiation and LTA's • Strategic Sourcing

• Supplier Quality • Inventory Management and Control

• Goal and Objective Setting • Labor Spending and Performance

• Personnel Development & Planning • Packaging

• Production Planning and Forecasting • Material Handling

• Shipping / Receiving / Warehousing • New Model Launch & Running Change Coordination

• Supplier Management, Releasing, and Procurement • MRO Management

• Delivery Performance and Customer Relations • Exposure to Different Manufacturing Facilities and Operations

EDUCATION & CERTIFICATIONS

Masters of Business Administration • Operations Management Emphasis • Eastern Michigan University

Bachelor of Science • Engineering • Michigan State University

Lean Manufacturing & Principles • University of Kentucky

Effective Negotiating • Karras seminar certification

Numerous Others

PROFESSIONAL EXPERIENCE:

GST AUTOLEATHER – SOUTHFIELD, MI 2005 to 2013

Sr. Director Global Purchasing and Supply Chain: 2008-2013

Lead worldwide purchasing and supply chain activities for direct and indirect materials, services, and transportation.

Responsibilities:

• Global purchasing and supply chain initiatives, budgets, controls, cost savings, and supplier agreements.

• Strategic sourcing, supply base optimization, and supplier development

• Establish global objectives and goals for regional execution with ongoing performance measurement.

• Coordinate efforts with new product development team to ensure proper sourcing, supply agreements, and cost measures are

accounted for in future programs.

Significant Accomplishments:

• Established and implemented a global purchasing strategy including direct and indirect materials, services, and

transportation sourcing.

• Raw material substitution cost decreases - Identified and utilized alternate hide sources to lower cost and improve

profitability. Year over year annual savings of $3.0 mil in NA, and $2.0 mil in 2012 for rest of world.

• Leveraged both GST and acquired competitor’s (Seton) chemical purchase into a single global buy. Immediate annual

savings of $2.0 million (4% of chemical buy)

BRADLEY D. JOHNSON Page 2 of 3

• Reduced global supply base and achieved volume discounts through open competition. Additional annual savings realized

of $2.0 mil. Chosen supplier partners also supported GST operations and new product development with technical

expertise.

• Streamlined purchasing, SQA, and logistic activities allowing for a 40% reduction in salaried workforce.

• Annual transportation review and bid program providing ongoing cost optimization.

• Implemented total cost approach throughout organization. All factors were considered in sourcing decisions – product cost,

performance, freight (E2E – “End to End” cost approach)

• Improved cash flow through renegotiated terms with key vendors

Director of Materials Management – Production Planning, Logistics, and Inventory Management: 2005-2008

Lead the company’s Material and Supply Chain global activities. Expected to immediately drive improvements in material and

production planning, as well as inventory control and management disciplines. Report directly to President/CEO.

Responsibilities:

• Global responsibility for all Material, Production, and Inventory Planning & Control functions

• Manage supply chain and material flow across 4 continents while optimizing inventory investment

• Drive improvements in planning and forecasting to improve customer delivery and reduce premium freight

• Develop and instill processes to ensure inventory integrity and accuracy

• Launching and improve MRP system and functionality

Significant Accomplishments:

• Led material planning coordination during relocation of manufacturing plant locations from USA to Mexico

• Hired and developed new team when corporate headquarters transitioned from Maryland to Michigan

• Reduced global inventory by 20% and premium freight expense by $3 million year over year.

• Drove initiatives to improve customer delivery performance to 98-100% on time.

• Drove implementation of Kan-Ban pull system between two inter-company locations

• Taught and implemented inventory controls/disciplines significantly improving data integrity and resulting savings

FORD MOTOR COMPANY AND VISTEON CORPORATION 1993 to 2005

Manager, Material Planning and Logistics + Transportation Fleet - Visteon Rawsonville Plant: 2003-2005

Promoted to one of the largest Visteon Plants. The plant had previously experienced an inventory/financial audit consisting of 13

major non-conformances and 16 minor findings. Was brought to this location to drive internal control, material management

practices, and improvement in intra-plant performance.

Responsibilities:

• Manage department of 29 salaried and 110 UAW hourly employees while meeting departmental spending and labor budgets.

• Promote and foster a safe workplace through required disciplines and regular plant tours.

• Oversee all material related activities including supply, scheduling, shipping, receiving, delivery, and inventory

management.

• Demand Planning and Production Scheduling to meet customer requirements on time and at the minimal overall cost.

• Manage and optimize a $32 million dollar inventory including Production, External Processing, and MRO material.

• Satisfy Inventory Audit criteria and establish processes that support the new Sarbanes-Oxley requirements.

• Recognized as the most complex plant within Visteon, and one of the largest facilities at l.7 million square feet, Rawsonville

contains 6 distinct product lines and generates approximately $1 billion in sales annually. The operations are highly

vertically integrated with a vast array of manufacturing processes.

Significant Accomplishments:

• Reduced salaried workforce by 17%, from 35 to 29, while simultaneously improving metrics and increasing service to other

areas within the plant.

• Drove record integrity initiatives and improved comparative metrics ranking from 12 th to 4th (20 NA plants)

• Restructured all material associations to be tied to specific product lines. This drove direct accountability and enhanced

target setting, reporting, and tracking of inventory dollars, cycle adjustments, and premium freight.

• Reduced excess inventory by $2.2 mils (15%).

• Revamped entire cycle verification program to assure more timely and accurate counts.

BRADLEY D. JOHNSON Page 3 of 3

• Implemented new database system to aid in Production Scheduling, Inventory Optimization, Inventory Control, Sarbanes-

Oxley initiatives, and Build to Schedule calculations.

• Reduced premium freight by $1 mil.

• Reduced departmental hourly workforce through efficiencies and combination of work tasks

Manager, Material Planning and Logistics – Ford/Visteon Ypsilianti Plant: 2000-2003

Responsibilities:

• Manage department of 16 Salaried and 43 UAW hourly employees

• Maintain and promote safe work practices

• Manage and control inventory level of $15 million (production and MRO), with a plant annual COS of $350 mils.

• Oversee all material related activities including supply, scheduling, shipping, receiving, delivery, and inventory management

Significant Accomplishments:

• Developed and implemented marketplace / pull system to a vertically integrated operation. Results included improved

customer delivery, decreased line downtime, and inventory accuracy.

• Implemented a “fixed” production schedule coinciding with the marketplace actions above. This increased operating

stability and customer delivery.

• Developed new inventory control responsibility matrix and management review system.

• Consistently ranked either #1 or #2, across the 20 large NA Plants, in the record integrity metrics scorecard comparative

measurables.

• Improved delivery rating performance across all customer locations.

• Participated in effort to achieve a SHARP level 5 assessment. At the time, the highest safety assessment in Visteon.

Various Positions within Material Planning and Control including Supplier Quality – Ford Motor Company Bedford, IN and

Ypsilanti, MI: 1993-2000

Positions and Experiences

• Supervisor, Production Planning and Control (1998-2000)

• Supervisor – Non-Production Purchasing and Stores (MRO) – Ypsilanti Plant (1996-1998)

• Purchasing/Buyer – Non-Production Materials

• Supplier Quality Liaison – Bedford Plant (1995-1996)

• Production Scheduling and Follow Up – Bedford Plant (1993-1995)

MANAGEMENT PHILOSOPHY & GUIDING PRINCIPLES

• Foster and promote employee safety as a top priority

• PDCA – Plan-Do-Check-Adjust: (Establishes clear goals with timing and accountability)

o Plan - Set and agree on objectives and document the required actions with timing

o Do - Implement the actions

o Check - Regularly monitor the progress of the actions

o Act – 1) Assist with items prohibiting timing of action or 2) Implement to other applicable areas if successful

• Communication is key – 360 degrees: Top Down, Bottom Up, and Lateral – All with an open door policy

• Create an environment that challenges status quo, promotes experimenting with new ideas, encourages diverse view points,

and allows for upward “push back”

• Personnel development, including self, yields benefit to both the employee as well as the organization

• Deliver on commitments

• Focus problem solving on root cause analysis with permanent corrective actions

• Lead by example

Contact this candidate