Manuel E. Fernandez

(C) 480-***-****

(E-mail)acvifl@r.postjobfree.com

Aerospace seasoned professional, experienced management professional with extensive results in operations, supply chain, project management, sourcing, collaborative negotiation and supplier management (bilingual Spanish/English). Expertise in Lean Manufacturing and Leadership: Skilled in Process Improvement, Project Management Tools and Techniques, and culminated a unique ability to quickly identify opportunities for execution in manufacturing operations. Demonstrated success in leading teams to exceed in operations and project performance, schedule and cost reduction goals. Recognized for communication and analytical/problem solving skills with ability to influence cross business/functional teams through data/relationships. I am seeking to advance my career by obtaining a position to best utilize my strengths and capitalize on my leadership skills, global experience and superior operations background. AREAS OF EXPERTISE

Corporate Strategic Planning

Contract Negotiations

International/Multi-National

Management

Corporate

Training/Communication

Multiple Language/Spanish

Cross Functional Management

High Energy/Commitment

Six Sigma

Lean Manufacturing

Continuous Improvement

Root Cause Corrective Action

Recruit/Train/Motivate

Personnel Evaluation

New Process/Procedure

Development

Mentor/Trainer

Collaboration

Influence/Consensus Building

Transformational Agent

Program Management

Project Management

Risk Management

Component Target Pricing

Cost/Budget/Forecast

Cost & Defect

Supplier Capacity

SAP

New Product Introduction

Geometric Dimensioning

Microsoft Office Suite

Operations Leadership

Manufacturing/Production

Management

Teambuilding

AUTOCAD I, Micro Cadam

3D CAD: CATIA V5

Edge Facilitator

Setup Reduction

Quality Assurance

PROFESSIONAL EXPERIENCE

Zodiac Seat Shells Assistant Director of External Supply Chain (10/14 to 10/15) Leader and developer for Sourcing and Supplier Development, department consists of (2) Managers (6) Commodity Managers and

(4) Supplier Development Engineers. In charge of establishing overall direction for Strategic Supply Chain Management and Supplier Development objectives while creating and implementing a vision for continual improvement of Sourcing processes at a detailed level. Maintaining establish discipline of a strong supplier selection process, technical evaluation and cost/price analysis. Ensure products and services obtained by the team meet quality, cost and schedule objectives in accordance with program and Corporate Zodiac Seat Shell requirements.

Managed 2014 External Spend $100M, $2M PPV – 325 suppliers

Managing 2015 YTD Hardware/Connectivity Spend $150M, 5M PPV – 234 suppliers Thales Avionics Commodity Manager (04/12 to 10/2014) Managed (4) Procurement Specialists and (1) Industrial Engineer which focused on the establishment and deliverables for hardware and connectivity, with an emphasis on completed products and major subassemblies. Established department objectives, managed and developed associates within their functional areas of responsibility. Developed overall sourcing and purchasing strategies for new products, achieves cost reduction objectives in support of Corporate. Establishing and strengthening strategic supplier relationships and managing the transfer of domestic supplier production to low cost countries.

Managed 2013 Hardware/Connectivity Spend $222M, $3M PPV – 154 suppliers

Managing 2014 YTD Hardware/Connectivity Spend $160M, 5M PPV – 136 suppliers

Negotiated Honeywell Ka Band LTA – Estimated contract value $250M, Contract Term - 7 Yrs., $1.3M PPV

Negotiated Celestica LTA – Estimated contract value $300M, Contract Term - 5 Yrs., $20M PPV

Negotiated Sanmina LTA – Estimated contract value $48M, Contract Term - 3 Yrs., $3.0M PPV Crane Aerospace and Electronic, Group Strategic Sourcing Commodity Manager (04/10 to 4/12) Managed sourcing for Fluid Management Solutions, Cabin System Solutions and Landing Systems located in Elyria, OH and Burbank, CA. Commodity responsibility included, but was not limited to: castings, machining, sheet metal stamping, harnesses, and plastic injection molding. Lead (3) Distinctive Product Line Commodity Initiatives: New Rotor Assemblies: implementing personal mechanical experience in assemblies. Utilized my manufacturing engineering back-ground in all facets to improve: Fabrication, Assembly and Testing and understand the construction and performance solutions.

2012 Mechanical Commodity PPV Gap Closure, lead and coordinated meetings with my peers and site procurement group to complete GROW/MAINTAIN/EXIT Strategy for 2012.

Renegotiate/Establish LTA’s with the Top 5 machine suppliers - $1.72M PPV

Machine Supplier Rationalization, 32 Exit suppliers - $250K PPV

Negotiate AP Parpro LTA - $90K PPV

Honeywell Int’l – Sr. Transition Commodity Manager Integrated Supply Chain/Global Sourcing. (07/07 to 04/10) Managed and negotiate long term agreements with prospective suppliers to achieve year-over-year cost-savings, corporate initiatives and built alliances with strategic sources. Conducted competitive market surveys and analysis, managed global supplier relationships while managing the business to the Annual Operating Plan (AOP). Lead transitions and productivity projects on related commodities by developing requests for quotes and managing export classification and clearance processes. Cultivated close working relationships with partner organizations on source selection while supporting supplier quality and recovery efforts, and developing suppliers through continuous improvement. Assist with Commodity Managers in the Strategic Sourcing organization to identify major projects that need to be moved to another supplier either for cost savings opportunity or for other business needs. Manage buffer stock and inventory transfers between suppliers to ensure sufficient inflow of production parts. Accountable for identifying opportunities for globalization, and consolidation; working with process owners to execute projects that adhered with our Transition Methodology, i.e., blueprinting, risk management and phase gate reviews. Supporting Program Level Planning and Risk Mitigation, and attending corporate senior executive briefings. Benchmarking and supporting leverage best practices to improve service quality and cost efficiency. Daily practices also include development of site sourcing strategies, sourcing/negotiations, global/regional budget execution and interfacing with suppliers as well as internal stakeholders. Manage and execute supplier and operational issues, including but not limited to engineering change management, contract maintenance, parts availability, quality and project launch.

Leader of $9M of transition spend transitions to US/China suppliers in 2009

Team lead of interfacing with Global Commodity Manager and aligning site strategy with Global Commodity Strategies

Support HPS objectives on Supply Chain Lead time reduction, working capital, and quality and delivery improvement

Manage and resolved supplier and operational issues, including but not limited to engineering change management, contract maintenance, parts availability, quality and launch support Honeywell Int’l – Transition Manager Lead for Global Strategy & Integration (09/02 to 06/07) Honeywell Chihuahua Mexico

Successfully transitioned $11M of hardware from the Honeywell Phoenix plant to the Honeywell Plant in Chihuahua Mexico in 2007. Lead Honeywell Chihuahua Mexico Manufacturing Engineering staff by creating MOT’s (Manufacturing Operations and Tooling) and translating from English to Spanish to support transition. Trained, coached and mentored the Honeywell Chihuahua Mexico staff through functions Six Sigma’s Tool Usage, Project Implementation and Certification Process. This also consisted of managing, training and developing AS9100/ISO9001 standards. Providing leadership for the entire transition projects which included manufacturing, quality, supply management & facilities organizations. Interviewed candidates and hired Honeywell Chihuahua Mexico personnel to support Project Management, ME, and Quality Functions. Developed project status templates to help communicate progress to Honeywell US and Honeywell Chihuahua executive leadership. Honeywell Monterrey Mexico

Establish Honeywell’s International procurement office in Monterrey Mexico. Worked with the state of Nuevo Leon Government by develop labor guidelines and regulations to support Aerospace growth in Monterrey Mexico. Rented office space and furniture to support future Honeywell Monterrey Mexico personnel. Interviewed candidates and hired Honeywell Monterrey Mexico personnel to support Commodity Management, Manufacturing Engineering, Quality and Supplier Development functions. Developed approach in expanding supplier-base while developing Mexico Suppliers, and supporting expansion and utilizing Six Sigma tools to implement transition processes. Lead Honeywell Monterrey Mexican Management and Staff through a Six Sigma Tool Usage, Project Implementation and Certification Process, accomplished by developing Aerospace AS9100 and ISO9001 standards. Lead Honeywell Monterrey Mexico staff by creating MOT’s (Manufacturing Operations and Tooling) and translating from English to Spanish to support transition. Trained, coached and mentored the Honeywell Monterrey Mexico staff through functions Six Sigma’s Tool Usage, Project Implementation/Completion and Certification Process. This also consisted of managing, training and developing AS9100/ISO9001 standards. Provided leadership for the transition projects which included manufacturing, quality, supply chain management, and facilities organizations. Effectively executed on-time delivery and productivity initiatives. Resourced product by thinking “outside the box” to achieve and complete transitions. Initiated behavioral and compliance conformities through Honeywell Policies and Procedures (i.e., ethical, supervision, training). Identified and assessed Mexican Aerospace suppliers that would toAS9100 requirements. Assess and train Mexican Aerospace suppliers that could eventually comply with AS9100 requirements. Developed KPI’s (OTD, PPM, PPV) and project status templates to help communicate progress to Honeywell US executive leadership. Honeywell Int’l – Cell Manager/Leader for Static COE (Diffusers & Combustors), (09/99 to 09/02) Managed manufacturing functions and resources in three departments, Combustors, Diffusers and General Shop, Operations, Production and Engineering Quality Control and Materials. Responsibilities included leading a 45 Cross-functional group consisting of Hourly Operators, salaried Production Engineers, and salaried Quality Control and salaried Material staff. Tasks included recruiting, training, and motivating competent staff to ensure manufacturing objectives and quality operations. Responsibilities within the-functional group were: On-Time Delivery, Quality, COPQ, Safety, Product Cost, Supply Issues, Development of Operating Planning, and Implementation Initiatives in support of business plans. Developed short and long-range production plans to assure availability of resources in accordance with group needs and objectives. Additional responsibilities included leadership in managing: included managing change processes. Utilization of personal and professional knowledge in manufacturing-related to data-processing systems, personnel management, cost accounting, factory management, and materials management and manufacturing practices, processes, and equipment were implemented to reach departmental team goals. AlliedSignal - Operations Program Manager Lead for the Boeing APU 131-9A, 9B, and 9D, AE (09/97 to 9/99) AlliedSignal Mexicali Mexico

Managed Manufacturing, Procurement Support for the 131-9 Commercial APU Program. Seven month assignment as the lead Manufacturing Engineer to support the transition of Bendix Aviation Teterboro facility in New Jersey to AlliedSignal Mexicali Mexico facility. Responsible for leading and supporting manufacturing, quality, and operation activities to drive the recovery of the EPG product line in Mexicali. Practiced bi-lingual skills to train both engineering/manufacturing employees, reviewed current work instructions and processes and made recommendations where necessary to achieve quality and delivery requirements. My experience and seven months stay in AlliedSignal Mexicali Mexico allowed me to identify capabilities, recognizing improvements and driving items to closure. One key improvement was to establish processes that owners at ASAM must stabilize. Processes include Spot Welding, Resistant Brazing, Impregnation, Painting, Pressure Flow, and Pressure Test. I was successful in training the Manufacturing Engineers and Operators and assigned quality representatives to all cells for better throughput. AlliedSignal - Operations Program Manager Lead

Managing and Leading manufacturing and Procurement Support for 131-9 Commercial APU Programs with-in Operation Program Departments. Primary contact between Operations, the Enterprises and Engineering issues for other functional areas. Duties included Planning-Strategic and AOP, support of Concurrent Engineering Projects, IPDS, and design to Cost Coordination, make/buy board, and coordinate production readiness reviews for suppliers including other SBUs. Other responsibilities included taking the initiative to create and analyze opportunities for improving productivity, cost, and customer satisfaction also provide service to manufacturing engineering issues to the entire organization, with customers as required. Responsibilities also include leading Cost Attack, Defect Attack, and Lean Manufacturing Teams. One Cost Attack Team that I lead reduced the overall fabrication cost of the LF507 turbofan by $400K per year and also reduced the lead-time from 12 weeks to 6 weeks. Another was to take the Outer Bypass Duct used on the 731-20/40 from 70 detail pieces for the production part down to 2 cast pieces. The fabrication cost reduction saved $9.9K per part for overall yearly cost savings of $780K. Manufacturing Engineer II, Case line Cell 2, EMC (09/89 to 09/97) Leader of the Manufacturing Engineering Team and facilitated the Engineering team in the resolution of shop floor issues. Key contact for standardization of hardware. Directed and established hardware outsourcing standards for the department. In addition, planned and implementing continuous improvements to manufacturing methods. Familiar with NC and manual turning machines such as Jig Bores, Turning Centers, Motch, K & T, Mitsui-Seiki, P & W, DeVlieg, both horizontal and vertical. Demonstrated expertise of the metric system, internal specifications, ANSI Y14.5, MIL-S-8512, and U.S. military government specs. Garrett Auxiliary Division: Jig Bore Specialist (9/85 to 09/89) - Machining and tooling requirements, planner for the sequence of operations and programming for the following machines, Leblond, Fosdick, Devlieg Jig Mill, Pratt Whitney Vertical Jig bores. Hold extensive experience with the set-up, programming and operating of the Motch Vertical N/C Lathes, and Jones and Lambson Horizontal N/C Lathes. (11/78 to 9/85)

Hands on Experience in Manufacturing Operations of 22 Years Global Transition Project Management Experience of 7 Years Global Commodity Sourcing Experience of 8 Years

EDUCATION

University of Phoenix - Bachelors in Business Administration Rio Salado C. College - Certificate in Management Supervision PMP Boot Camp Certification

Greenbelt Certification

CERTIFICATIONS/TRAINING

PMP Boot Camp Certification – 2014 PMP Member – 2005 Program Risk Management – 2005 Project Management Level 1&2 – 2004 Managing Projects – 2004 Facilitating Target Pricing Training - 1998 PMI Member – 2004 CATIA Certification - 1997

Edge Facilitator Lead - 1989 Cost Attack Team Leader 1995 – 1997 APT & CAD, Programming - 1988 Defect Attack Team Leader - 1995 - 1997 Continuous Improvement - 1989 Greenbelt Certification - 1998 Setup Reduction Training - 1991 Drafting CAD I, Micro Cadam - 1989 Teambuilding – 1990 Planning and Teaching M.E.R. Stamp Training - 1996 Risk Management – 2005 Root Cause Corrective Action Training - 1998 Techniques of Supervision - 1988 GTCP36-150RJ Line Maintenance Training – 1998 REFERENCE Relationship Phone Number

Amy-Ruth Hallett American Airlines Executive Leader 336-***-**** Manny Garcia Colleague at Zodiac 760-***-****

Greg Hicks Colleague at Honeywell 760-***-****

Craig Bridges Colleague at Honeywell 619-***-****

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