JOHN A. (JACK) BENDER, C.P.M., CPIM

630-***-**** Naperville, IL 60565

acg9eo@r.postjobfree.com

http://www.linkedin.com/in/jackbender2

SUpply chain executive

INDUSTRY EXPERT IN MECHANICAL, MACHINED AND REFURBISHED COMPONENTS

Over $60MM in Cost Reductions in last 20 years. Plant and corporate level

experience with hands-on, planning and strategy. Tenacious in identifying

root causes and translating complex processes into clear, understandable

and actionable steps. Flexible decision-maker with excellent analytical,

negotiation and communication skills.

Multi-plant Contract Negotiations Project Management and vendor

onboarding

Total Acquisition Cost Reductions Strategic Sourcing launch and support

New Product Introductions (NPI) Cross-Function Team Leader

Refurbished Components Continuous improvement with vendors

Vendor consolidation/rationalization Global experience

PROFESSIONAL EXPERIENCE

SEARS HOLDINGS CORP, Hoffman Estates, IL 2002 to 2014

Supplier Relationship/Supplier Initiatives Manager 2007 - 2014

Managed $300MM annually in home appliance and home electronics parts.

Supported 7000+ technicians, 160 stores, 5 national parts distribution

centers, and 3 call-in centers. Project Managed vendor onboarding and parts

supply chain contract subject matter expert (SME). Supervised 3 sourcing

managers.

. Coordinated with Director for Truck Assortment to expand frontline

availability on refurbished parts and balance inventory needs with OEM

parts. Exceeded goals by saving $5MM in 2012 and again in 2013 due to

improved availability proximity to customer despite continued 10% drop in

parts sales during these years.

. Directed and expanded source for refurbished parts. Internal capability,

which was both limited and being phased out, needed to be outsourced.

Ramping vendor up to provide mechanical appliance components in addition

to electronic boards generated additional parts savings of $8MM realized

(2009-11).

. Developed source on refurbished parts for rear projection TV lamps.

Although market for these TVs had matured and was in decline, company

realized parts savings of $4MM (2009-11).

. Collaborated with Finance to establish cost reduction reporting for

projects and parts families that enabled department to track and monitor

bottom-line value and progress toward target on monthly basis.

. Received Executive Team Star Achievement Award for negotiating price

stability, performance consistency and aftermarket product support by

leveraging retail side purchases for long-term commitments on four major

long-term contracts.

Home Appliance (HA) Category Manager 2004 - 2007

Managed $230MM annually in HA parts. Directed staff of 7 in joint product

initiatives and provided training/ marketing support for engineers and

technicians for parts direct call centers in Mobile and Tucson. Served as

parts integration lead for new acquisition.

. Received award for Due Diligence/Launch Team of Project Jump. This

acquisition of additional 10% to technician workforce enhanced ability to

take advantage of additional purchasing power valued at $4MM in greater

subsidies from suppliers.

. Negotiated additional parts marketing support that generated a 5-fold

increase in water filters. Rewarded for Top Performance recognition with

all-expenses paid, 4-day trip for contributing to 7% stretch goal.

JOHN A. (JACK) BENDER, C.P.M.,CPIM

Page 2

Senior Sourcing Manager for Home Appliance (HA) Parts 2002-2004

Led contract and purchase of $200MM+ in components. Coordinated with retail

full-line buyers to include parts repair services (PRS) in multi-year

agreements with major suppliers. Supervised 2 sourcing managers.

. Increased HA supplier marketing support by 400%+ valued at $2.5MM and

tripled call center traffic during increased promotions. This addressed

expansion in water filter business by 25%+ and increased add-on sales due

to additional calls.

. Enhanced margins by negotiating both volume rebates and obsolescence,

valued at $2MM. This was 1st time that parts purchases were incorporated

in company-wide contracts due to parts-initiated focus.

. Improved customer service fill rate measure for HA parts to 96% by

establishing weekly conference calls and targeting top 50 oldest and

backordered parts. Provide regular feedback for continuous improvement.

REXAM BEVERAGE CAN (formerly American National Can), Chicago, IL

2000-2002

Manager, Strategic Supply Chain

Purchased $50 MM annually in energy (electricity and natural gas), travel

and professional IT services for 19 facilities nationwide. Negotiated

contracts, recommended energy policy for all plants and coordinated with

Finance to execute natural gas hedge opportunities. Supervised 2

professionals in e-commerce procurement and SAP MM module control.

. Realized and identified cost reductions of $3.5MM by commodity hedging

and innovative approach to air travel volume capacity commitments with 3

separate airlines.

. Implemented bar coding and hardware that became corporate standard during

successful under-budget installation of SAP-supported model storerooms in

2 facilities - supporting Lean Manufacturing initiatives.

CNH Industrial (formerly CASE Corporation), Burr Ridge, IL & Racine, WI

1995-2000

Manager, Purchasing Operations 1997-2000

Administered contracts on axles and transmissions for construction and

agricultural vehicles for North America and European totaling $175MM

annually. Traveled extensively to Japan, Italy and Germany to lead

worldwide teams in Kaizen, Lean Manufacturing and cross-functional

strategic sourcing. Directed initiatives with major drivetrain vendors (ZF,

Carraro and Fuji Univance). Supervised and directed 2 engineers.

. Completed successful international strategic sourcing program for axles

and transmissions. Combined new product development commitment on models

for 6 years along with locked-in cost reduction percentages on technical

/ commodity development and realized $11MM in savings over commitment

time.

. Directed hedges for 50% of spend with currency advantages of $18MM being

realized over 3 years, which reduced financial risk for these engineered

components.

Commodity Manager 1995-1997

Negotiated $100 MM in annual engine systems and bearings contract pricing

for all 5 North American manufacturing facilities. Benchmarked industry

best practices, then launched international corporate strategic sourcing

program for bearings in long-term agreements for production and after-

market parts. Realized $4MM in cost reductions over 2 years.

EDUCATION

B.S., Business Administration, Duquesne University, Pittsburgh,

PA

PROFESSIONAL DEVELOPMENT

Certified Purchasing Manager (C.P.M.) - Institute for Supply Management

(formerly NAPM)

Certified Production & Inventory Management (CPIM) - the American

Production & Inventory Control Society

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