Supply Chain Manager

AARON RIVERS

**** ****** ****** **. ******, IN. *6902 765-***-****

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OBJECTIVE To continue using leadership abilities in organizational

development, business

planning, operational analysis, and systemic operational program

design to attain financial targets and mission objectives.

EXPERIENCE

2006-Present DANA HOLDING COMPANY, CVP DIVISION, Kalamazoo, MI

Global Operations Manager - Commercial Vehicles Division 2008 -

Present

Overview While holding the title of global director of manufacturing

footprint optimization, I

created Dana Holding Company's first flexible steer axle

assembly process. This allowed the company to consolidate its

three global steer axle assembly locations into one, reducing

total program manpower from 74 direct labor employees globally

to 46 and indirect labor by 10%, a savings of 268,800 man hours

annually, while maintaining open demand fulfillment capacity.

Actions .Reorganized an inefficient steer axle assembly

process,

removing 40% of unneeded capacity.

.Consolidated global assembly process to Mexico, a

low cost

country, yielding a $3.5M annualized run rate savings

and 4.5 month ROI of CapEx budget.

.Conducted robust, regularly scheduled program

reviews with key customer stake holders, facilitating

the assembly optimization program. This allowed the

program to be completed 4 months in advance, netting

$1.16M operational savings in 2009 and ahead of

projected 2010 realization.

Keys The challenge was to create a cohesive operations

and program

management strategy, with decision making members

from all internal functional groups and key customer

partners that allowed the division to realize key

corporate operating goals while ensuring customer

delivery and service expectations. Success is a

result of (1) understanding customer demand patterns

6 to 12 months in the future, (2) developing flexible

assembly processes, (3) both internal and external

strategic process review and approval.

Division Manager - Materials and Resource Planning - Commercial

Vehicles Division 2006 -

2008

Overview Designed and implemented the first commercial vehicle

integrated supply chain strategy for commercial vehicle

division, a $1.6B annual sales division of Dana Holding

Corporation. This allowed us to reduce overall division

inventory by $43M in 5 quarters from 2006 to 2007, and maintain

OTD delivery ratings of 95% or higher during the company's

highest ever annual sales cycle of 657,500 axle units.

Actions .As member of division executive focus group,

designed and

implemented the companies first ever strategic sales,

inventory, and operations (SIOP) analysis and review

process.

.Created first ever division 5-year demand

forecasting methodology, using Oracle ERP/MRP system,

creating long range supplier visibility which was

used to negotiate several key long term supply

contracts.

.Negotiated two key (7-yr) long term sales supply

agreements with our two largest customers, securing

several millions of dollars in continued sales for

the division.

Keys The challenge was to facilitate positive change for

the

organization, recovering from bankruptcy, and (1)

evaluate personnel and operational weaknesses

quickly, and (2) implement effective strategies that

met or exceeded annual operating plans. These efforts

helped allow the company to emerge from bankruptcy in

January 2008.

1998-2006 DAIMLERCHRYSLER CORPORATION, Kokomo, IN

Production Control Launch Manager, Powertrain Division

2005-2006

Overview Managed integrated supply chain program launch initiatives for

two powertrain (transmission) assembly facilities in the

division. While in the position, I successfully launched the

supply chain initiatives for the V-8 HEMI and 68RFE programs,

increasing the company's rear-wheel drive powertrain capacity by

65%. These activities allowed the company to produce the

Chrysler 300 HEMI series vehicles, the company's first HEMI rear-

wheel drive sedan in roughly 30 years, which won Motor Trend's

Car of the Year three years in a row.

Actions .Reorganized the supply chain plant

organization into supply

groups, allowing increased focus on daily and future

strategy tasks.

.Directed all new supplier part reviews and SQA

activities.

.Managed all advanced manufacturing engineering

initiates

including PFEMA reviews and advanced engineering

change protocols.

.Coordinated all integrated supply chain pilot unit

builds

including internal and external supply.

Corporate Procurement Program Coordinator, Powertrain

2000-2005

Overview Managed overall material, production planning and timing, and

procurement activities for two powertrain assembly plants.

While in this positions, the plants maintained 99% on-time

delivery rating, zero vehicle assembly plant shutdowns, and year

over year reductions of 3% to 6% perpetual inventory savings

which accounted for $17M positive EBIT impact from 2000 to 2005.

Actions .Coordinated the ERP integration of the

Chrysler CMIS and

Mercedes-Benz SAP systems, creating a seamless global

operations management tool.

.Managed the powertrain supplier diversity program,

which

enabled the business unit to achieve its 2005 target

of 11% minority spend, equaling $500M.

.Designed and implemented plant material float

analysis which allowed the plant to reduce its work

in process material banks and increase inventory

turns from a three-month average turn of 16 to 12, or

25%.

Lead Material Control Supervisor, Kokomo Transmission Plant

1998-2000

Overview Managed all in-bound/out-bound material flow and logistical

operations at DaimlerChrysler's Kokomo Transmission plant.

Monitored all supplier/carrier delivery performance, as well as,

in-bound lane reduction through implementation of geo-shipments

where applicable.

Actions .Commissioned to develop and author the plant

materials

section of the MQAS/QS9000 quality certification

documentation.

.Designed and implemented new material flow processes

utilizing common material areas and line side flow

rack replenishment which reduced the amount of fork-

truck traffic in the three largest assembly areas by

25%.

1997-1998 COVANCE CLINICAL LABORATORIES, Indianapolis, IN

Pharmaceutical Database Manager

Overview Managed sensitive pharmaceutical data and records accounts for

12 pharmaceutical company clients, ranging from medium-cap to

Fortune 100 companies.

1996-1997 BIOANALYTICAL SYSTEMS, Lafayette, IN

Pharmaceutical Analytical Chemist

Overview Conducted contract pharmaceutical testing of new drug

substances following GMP/GLP and FDA guidelines for parent drug

companies.

Education

8/2006 MBA, Indiana Wesleyan University

5/1997 BS, Bio-Chem/Pre-Med, Ball State University

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