Miguel Angel Rios

**** ******* **. **** 956-***-****

Mission, TX 78572 ad3qvs@r.postjobfree.com

A Professional with an extensive background and track record in the Automotive and Aerospace and Defense Industry, reverse logistics, high, medium, and low volume manufacturing and electronic solutions, specializing in successful turnaround and restructuring, from six figure monthly losses to double-digit profits utilizing Lean Manufacturing techniques and Six Sigma program management. I am a highly experienced individual in Management in a bilingual and multicultural environment, challenging resources and optimizing performances, restructuring and system improvements. Areas of proficiency include:

Operations Management

Kanban Implementation

Inventory Reduction

P & L Responsibility

Employee Development

Quality Improvement

Best Practice

Bilingual

Kaizen

Operational Budgeting

Team Leader/Builder

Materials Management

Material Cost Reduction

SMED

Strong Negotiating Skills

Payment Terms Negotiations

Employment History

Sept ’21 to Apr ‘23

AMETEK ICVS, Commodity Manager

AMETEK Instrumentation, Controls and Vision Systems, is a Division within AMETEK Inc. ICVS consists of three product lines: National Controls Corporation (NCC), Vehicular Instrumentation Systems (VIS), and Motec Heavy-Duty Camera Solutions. NCC specializes in electronic controls for commercial kitchens and industrial facilities. VIS provides global solutions for rugged instrumentation, driver information displays, graphics displays, and message centers for On and Off-road heavy vehicles. Motec focuses on the development and manufacture of customized analog and digital camera monitoring systems for commercial vehicles and mobile machines. Responsibilities include all long-term blanket Purchase Orders for all mechanical components, i.e., sheet metal, machining, PCBA’s, Decals, Wire, Hardware, etc. Vendor consolidation, China Exit Strategy implementation, Sourcing into India, single source mitigation on $47M annual spend.

April ’10 to Sept ‘21

AMETEK Aerospace and Defense, Director of Strategic Procurement

Ametek A & D is a global manufacturer serving the aerospace and military markets. approximately $950M annual sales in a multi-facility environment in North America, Asia and Europe. I was responsible for material cost reductions of $5M - $5.5M per year, or average of 3% of every dollar spent across the division on $186M Spend. Responsibilities include support to all Materials Managers across 18 different manufacturing locations in the areas of:

Commodities spend leveraging.

Sole/Single Source Management

Vendor Consolidation

Supplier Exit Strategies due to poor performance.

Inventory reduction initiatives including Supplier Partnership Programs, lead time reductions, consignment programs, KanBan implementation,

Increase and develop the number of aviation qualified low-cost region suppliers in Mexico, Singapore, China and Eastern European Countries. Average cost reduction 45% versus standard cost.

October ’08 to April ‘10

Invensys Control, Materials Manager, Matamoros, Tamaulipas México

Invensys Controls is a high-volume manufacturer of Appliance, Electro-Mechanical/Commercial and Electronic controls. 350K square foot operations, processes include high volume stamping (40 presses) loose piece, insert and over-molding (72 Presses), Bobbin winding and final assembly. Responsible for the complete supply chain management for a $140M operation where customers include Whirlpool, Fisher & Paykel and Wolf Subzero. Mayor accomplishments include inventory reduction initiatives of $2M in a 12-month period. Implementation of strict controls and daily monitoring of Inventory dollars, inventory accuracy, negative inventory, on time delivery performance, MRP exception messages by planner, quarterly reviews of planning parameters to ensure alignment with the supply chain in an ever-changing environment that is impacted by economic times.

Sept ’07 – Oct ‘08

Orchid International, Plant Manager, McAllen, Texas

A mass producer of laminations for electrical motor manufacturing taking place in Reynosa Mexico by Regal Beloit and Emerson, major processes include metal stamping, annealing, aluminum die casting and finish grinding. Approximately 100 person operations with annual sales of $25M. As a profit center the facilities performed all business functions from Financials, Manufacturing Engineering, Quality Control, Maintenance Management and a complete Materials Management Department.

August ’05 – Sept ‘07

Teleflex Automotive Plant Manager Nuevo Laredo Tamaulipas Mexico

Teleflex Automotive is a work class supplier of automotive components in the areas of shifter, park lock, accelerator, cruise control, hood release and tail gate cables. Annual sales of $72M with average operating profit running at 27%. 1100 total employees in a Mexican Maquiladora environment with a CTM labor union contract. As a profit center the facilities performed all business functions from Financials, AP, AR, Manufacturing Engineering, Quality Control, Maintenance Management, Materials and IT support. Distribution takes place on the US side of the border with the center employing 50 US nationals supporting Ford, DCX, GM, Subaru, Nissan and Toyota products all over the world.

November ’02 – August ‘05

Teleflex Automotive Pedals N.A., Operations Manager, Lyons Ohio/Kendallville Indiana.

Electronic throttle controls and adjustable pedal systems were the main focus of the profit center. The Lyons Ohio plant employs approximately 150 people with annual sales of $37M. This facility’s processes include a complete assembly and programming of electronic throttle controls, and injection molding units. The Kendallville facility employs approximately 280 people with annual sales of $74 M. This facility’s processes include complete assembly and programming of adjustable pedal and fixed pedal boxes, welding, thick film printing, contact sensor manufacturing, and robotic welding. As a profit center the facilities performed all business functions from Financials, AP, AR, Manufacturing Engineering, Quality Control, Maintenance Management, a complete Materials area using EDI, Logistics Management and I.T. support.

As Operations Manager I was responsible for the operations of two facilities. Full P & L achievement and asset management working closely with my staff to improve plant profitability through focused leadership in First Time Quality, Labor Productivity, On-Time-Delivery Performance and Expense Control.

Facility sales continue to increase as the market share grows as vehicles migrate to drive by wire in contact and non-contact devices. Successes were critical as this facility launches an average of 6 new programs per year. The volume increased from 600K units to 2.4 million in 9 months in ‘03/04. My team was able to sustain Ford’s Q1, implemented cost reduction of $800K a year, and achieves 100% delivery performance levels from Ford, G.M, Nissan and Chrysler. TS16949 and ISO14000 were obtained in ’04 and ’03 respectfully.

June ‘00 – November ‘02

Wabash Technologies, Operations Manager, Mexicali Baja California, Mexico.

Wabash Technologies is a Tier 1 and Tier 2 supplier of automotive sensing devices to the automotive industry. Corporate offices located in Huntington Indiana and part of the overall portfolio of the DKM owned business. The Mexicali plant employs approximately 700 direct labor employees with annual sales at $45M. The facility processes complete assembly of active and passive sensing devices including injection insert molding.

Operations Manager responsibility included operational profitability of a 100K square foot Maquiladora manufacturing facility P & L responsibility with 700 direct labor employees and 100 indirect reports. Direct reports include Materials Management, Production Management, Molding Operations, Facilities and Equipment Maintenance. Budget performance in line with projected sales forecast versus the changing environment in actual monthly sales. Implementing cost reductions by staging Kaizen events that gained productivity improvements of 20% and space reductions of up to 50% in certain assembly cells through value stream map analysis.

Materials Manager responsibility included coordination of master production scheduling and controlling the procurement and delivery of production materials and finished stock for multiple facilities. Develop yearly purchase standards and evaluated pricing trends. Responsible for managing delivery performance to tier 1 and 2 customers in the

Automotive industry, developing positive customer relationships. Reduced overall inventory from 9 million dollars to 5.4 million in 12 months.

January ‘91 – June 2000

TRW VSSI, Reynosa, Tamaulipas, México. Jan. 1991 – June 2000

TRW is a Tier one supplier of occupant restraints in the automotive industry, supplying seatbelts out of a manufacturing facility in Reynosa Mexico, $150M annual sales, in a twin plant environment with 2200 direct labor employees.

Service Department Manager June 1999 to June 2000.

Business Unit Manger November 1998 to June 1999.

Material Planning Supervisor October 1996 to November 1998

ECC/Launch Manager April 1994 to October 1996

Warehouse Manager April 1992 to April 1994

MRO Buyer Jan 1991 to April 1992

As Service Department Manager in the aftermarket sector, I was responsible for the management of a P & L center that generated 14 million dollars in sales per year, 100k units shipped per month and all phases of functional management. Managed delivery performance for past model service items for Ford, GM, Chrysler, Mercedes Benz, Diversified Markets. Managed a department of 21 office employees, as well as 17 universal production lines 105 direct labor employees lead by two Supervisors, component warehouse in Mexico 2 shifts with 2.4 million dollars in inventory and distribution center in the U.S. in a J.I.T. environment. Reduced inventory from $3.5M to $2.4M in 16 months through reduction of obsolete inventory and timely phase out of programs.

As a business unit manager, I was responsible for 750 direct labor employees working directly on ALR/ELR retractors. 22 production lines on a three-shift operation, measuring daily profitability, inventory by line, scrap, efficiency, build to schedule, OEE and dock to dock. Continuous improvement and cost reduction initiatives were of major focus by implementing the 17 elements of lean manufacturing and six sigma techniques.

As Material Planning Supervisor I was responsible for managing 13 million dollars of component inventory in a JIT environment supporting a 27-million-dollar monthly sales seat belt operation. Responsible for developing positive customer relationships, supplier strategic alliances. Manage day-to-day operations in a world-class seat belt manufacturing operation.

October, ‘87 – January, ‘91

Manitex A Division of Manitowoc Inc. Production Component Buyer

Responsible for the procurement of all components required in the manufacturing process of pedestal, overhead and boom truck cranes, raw steel, hydraulic related material, stampings, electrical controls and machined gears. Operation responsibility of 45K square foot warehouse with 15 employees and 10 million dollars inventory value. Responsible for all aspects of shipping and receiving and coordination of all material crossing the Mexico/U.S. international border.

Education:

1979–1981 University of Texas – Pan American Edinburg, TX

3 years Major-Bachelor Criminal Justice, Minor- Business Administration (not complete)

APIC Certification in Basics of Supply Chain Management

Hobbies:

Family

History

Keeping in good physical condition and health

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