Supply Chain Sales

*** ****** ***** ****** *. Ayres, Jr. Cell 478-***-****

Dublin, GA 31021 *******@*********.*** Home 478-***-****

Plant Management / Supply Chain Executive

Toyota Production System / Global Demand Driven Supply Chain Merger and Acquisition

Lean Transformation Management Integration

P& L and Capital & Expense Global Business Process Product Line Margin

Budget Management Re-Engineering Contribution Analysis

World Class Manufacturing / S&OP, Inventory and Replenishment Strategic Thinker with

ISO / SOX / CTPAT Management Practical Execution

Product Development / Life Multi-Echelon Distribution Consensus & Team Builder

Cycle Management Network Design & Optimization

Union and Non-Union MRP/ DRP/ ERP/ MES Supply Chain Strong Project Mgt &

Environments Subject Matter Expert Change Mgt Skills

Oct '94 - Jun '08 CNH GLOBAL N.V., Burr Ridge, Illinois

Created through the merger of the Case and New Holland Corporation; CNH

is a majority-owned subsidiary of Fiat S.p.A. and is a $15 billion

world leader in the agricultural and construction equipment business

with 39 global manufacturing sites and 28,000 employees.

Nov '05 - Jun '08 Plant Manager and Current Product Owner, Tractor

Operations, Dublin, Georgia

Reported to the VP of North American Agricultural Industrial

Operations. Eight direct reports.

Responsible for the assembly and global distribution of 20,000 dual

branded, highly seasonal-demand driven, compact tractors contributing

$360M (11%) of the North American Region annual revenue. Site

encompassed 25 acres, with 250,000 sq. ft. for the warehouse and

assembly operations and 600,000 sq. ft. for the distribution

operations.

Accountable for the morale, environmental, health and safety of 140 non-

union employees along with the operation's performance, P&L and $17M

combined CAPEX budgets.

Provided leadership and direction to all functions, in accordance with

Company policies and procedures; reduced costs and improved

profitability in the areas of production, delivery, quality, costs,

safety, and customer satisfaction.

Provided oversight to the supply chain execution of $300M in annual

purchases with 70% of the major supply base located in Japan, India,

and China, and the remainder located in Europe and the United States.

Change catalyst; led a complete product line renewal including the

introduction of a cab option and implementation of a new supply chain

from India while leading a lean transformation of the manufacturing

operations.

SELECTED ACCOMPLISHMENTS

Achieved Certifications

. ISO 9001 Certification (2006)

. U.S. Customs CTPAT Certification (2008).

Product Line Renewal

Achieved unprecedented 15 models launched within 30 months; required

full product life cycle management, along with parallel, phase gate,

product development and plant implementation project plans. Modified

two assembly lines with the addition of a third assembly line

requiring a plant extension; implemented a new supply chain from India

within 4 months. $10M product and $300,000 plant capital investment.

Toyota Production System / Lean Transformation

Championed the analysis of financial, safety and quality data to

identify and prioritize waste reduction initiatives and the

implementation of the appropriate lean tools creating a

transformational roadmap to a Toyota Production System / lean culture.

. Established a lean style through organizational restructuring.

Divided the plant into seven zones run by hourly team leaders

responsible for safety, production, quality, productivity and

housekeeping within their zone. Implemented zone performance metric

boards whereby the team leaders displayed and communicated their

team's performance along with their impact on the overall plant

performance metrics.

. Safety

Achieved two years of no lost time accidents through cross

functional, employee driven, safety and ergonomic teams analyzing

near miss data and safety audit reports that prioritized safety

improvement actions along with their speed of implementation.

. Quality

Reduced warranty costs by 15% or $1M over two years; considered the

lowest warranty costs within CNH, and benchmarked best in class

within the industry. A cross functional team led by the Quality and

Operation Managers analyzed the Customer Quality Audit reports for

defect trends from each assembly team; drove back corrective action

mistake proofing (Poka-Yoke) the assembly line.

. Productivity

Reduced labor and overhead costs by $350,000 (4.5%) within one year;

implemented an assembly line Andon System to capture and analyze

down time.

. Implementation of 5s, work standardization, visual controls and

employee cross training eliminated job assignment issues, improved

product quality, production through-put, housekeeping, and the

employees' quality of "work life."

. Implemented synchronous assembly and mixed model build improving

the plant's delivery metric +14 points to 99%.

. A quality Kaizen event resolved excessive fit-up issues and

downtime required to adjust the tractor hood flush to mating

parts. The outcome of the event allowed the operator to achieve

the desired quality finish on every tractor within the standard

tact time and saved $2,500 per day in down time and repair costs.

. Cost Reduction and Continuous Improvement activities achieved

$700,000 savings in one year.

. Five why process used on a related quality issue identified the

root cause to be poor ambient lighting. Improved the overall plant

lighting level five fold by replacing old halide fixtures with new

T5 fluorescent high bay fixtures that resulted in improved quality

and housekeeping and reduced the plant footprint energy costs by

8%. (Investment payback 2 months).

. Workflow and Value Stream Process Maps identified waste in the

warehouse operations to the extent that the plant took over the

operations from a 3rd party provider and optimized the warehouse

layout, inventory locations, workflow, and delivery schedules to

minimize labor requirements and overtime needs. Annual net

savings achieved $600,000.

. Created the Competitive Corner whereby competitive product was

brought into the plant for benchmarking quality, components and

assembly methods. Generated suggested product cost reductions and

identified operational improvement opportunities that totaled $5/

tractor or $100,000 the first year.

Jul '01 - Nov '05 Senior Director, Global Supply Chain Management,

Agricultural Business, Racine, Wisconsin

Reported to the Vice President of Global Supply Chain Management and to

the President of the North American Region, Agricultural Business

($3.6B revenue, 8 manufacturing sites, 10,000 employees); Four direct

reports, budget $3M, global travel 40%.

Governance and oversight over the North American region Sales,

Inventory and Operations planning process and supply chain performance;

drove corrective actions across the global enterprise resolving a

variety of demand and supply imbalances allowing the region to achieve

their monthly operational and financial targets.

Reported monthly and quarterly North American Supply Chain performance

metrics along with communicating global supply chain multi-year

strategies and status of group level project initiatives to all

stakeholders.

Built credibility with regional and global leadership and their

organizations; performed value analysis of the company's functions and

drove end-to-end supply chain transformational strategies that united

and integrated the disparate business groups maximizing financial

performance through improved customer service levels, reduced lead

times, reduced working capital and operational costs.

Leveraged global supply chain Centers of Excellence to provide

leadership and best practices to a variety of cross-functional, cross-

regional business teams charged with designing common global business

processes and implementing software for Sales and Operations Planning,

Order Visibility/Management, Advanced Planning and Scheduling.

Spearheaded the global supply chain Center of Excellence responsible

for the physical transformation of the supply chain through lean

implementations and business process improvements, across Sales and

Marketing, Engineering, Manufacturing, Purchasing, Logistics and the

supply base, necessary to improve the end-to-end supply chain

operational and financial performance.

Played an integral role, represented the North American Region, Global

Supply Chain, Purchasing and Logistics shared service interests in

current and future business integrations /acquisitions.

SELECTED ACCOMPLISHMENTS

Product Line Rationalization

Challenged the Sales and Marketing organization and drove product line

rationalization, competitive positioning, profitability and margin

analysis on two key product lines that reduced complexity costs and

aged inventory, improved margins and positioned the appropriate

product offering for growth within the customer-product channel.

. Improved the compact tractor product line base margin +3 points by

rationalizing the product offering down from 500 possible

configurations to the top 50 standard configurations representing

90% of the demand. Outlined differential supply policies that

allowed for 7 day order to delivery lead times for the standard

configurations versus 120 days for the non-standard configurations.

. Improved the utility tractor product line base margin +4 points by

rationalizing the product offering down from 875 possible

configurations to the top 90 standard configurations representing

90% of the demand. Outlined differential supply policies that

allowed for 15 day order to delivery lead times for the standard

configurations versus 150 days for the non-standard configurations.

Order Fulfillment - Consumer Product Planning and Replenishment

Developed and implemented an order fulfillment planning and

replenishment process for compact and utility tractors. For standard

configurations utilized a central pooling point and with postponement

and late stage customization strategies created the final order

configuration including tire brand and attachments. Order and

replenishment process was integrated into the monthly Sales, Inventory

and Operations Planning process, utilized optimization algorithms to

achieve higher customer fill rates, reduced order to delivery lead

times and optimized the total inventory deployed across a multi-

echelon distribution network..

. Customer fill rates increased +25 points from 65% to 90%.

. Dealer Order to delivery lead time for standard configuration

compact tractors was reduced by 95% to 7 days and reduced 90% to 15

days for standard configuration utility tractors.

. Total supply chain working capital was reduced 35% or $105M.

Logistics Improvements

Drove the realignment of the shared services global logistics

organization out from under the purchasing organization and focused

away from a contract price to one that is responsive to all customer

expectations and achieves a competitive advantage through total cost

effective, reliable worldwide logistics and distribution capabilities.

. Negotiated $1.1M savings from 3rd party warehouse management and

freight services.

. Saved $300,000 and reversed 3rd party warehouse operation's

provider price increases by implementing two lean initiatives that

created a more efficient workflow and reduced the labor

requirements. Amended the contract to include year-over-year

quantifiable lean performance savings to off-set any price

increases.

. Renegotiated 3rd party contract for North American freight

services that generated $800,000 savings in the first year.

. Championed $16M cost savings on freight spend over 3 years.

. Saved $720,000 a year in transportation costs by changing and

optimizing the shipment pattern of compact tractors to our dealers

from daily to weekly while still meeting the customer service

level expectation.

. After a successful pilot study in 2005 yielded $125,000 savings,

fostered a 3 year initiative to redesign the entire North American

freight and logistics network. The process modeled all inbound and

outbound shipments, determined cross dock and pooling

opportunities to create optimized loads that reduced the number of

stop-off points and maximized full truck load deliveries to our

manufacturing locations, dealers and ports achieving a 4% or $15M

reduction in annual freight spend of $390M by 2008.

. Reduced imported product cycle times by 28% to 45 days and

achieved an 8% or $37M working capital reduction.

. Value mapped, measured performance and improved the order

visibility, information and product flow within each element of

the imported product transportation supply chain.

Purchasing Improvements

Negotiated changes in payment terms and conditions with key Asian

supplier of engines, drive lines and axles that resulted in an annual

working capital reduction of $6.5M and a cash flow increase of $8.1M.

. Identified opportunities for Kaizen/ improvement projects in the

supplier's foundry, machining, and assembly operations that

eliminated bottlenecks and reduced the overall customer order to

delivery lead times 56% to 53 days.

Lean Manufacturing Initiatives (England, Belgium, Italy)

Instituted monthly S&OP and weekly Master Production Scheduling

meetings for demand synchronization. Implemented Six Sigma and lean

initiatives at two tractor assembly plants and two supplying drive

line plants that reduced order to delivery lead times of utility and

row crop tractors to the North America by 50% to 75 days, reduced

working capital by $10M and increased North American Customer Fill

Rates +15 points to 85%.

. Initiated a cross functional team and Kaizen events that identified

bottleneck machines, used SMED techniques and process maps to reduce

setup times and improve the flow of material through the machining

operations. Delivery performance improved by +37 points to 90% and

resulted in $300,000 annual labor and overhead savings.

. Cross functional teams transformed the front axle assembly and

engine assembly away from MRP scheduled to One Piece Flow. Delivery

performance improved +54 points to 85% and resulted in $150,000

annual labor and overhead savings.

May '00-Jul '01 Senior Director, Information Services, Strategic Planning,

Global Agricultural Business, CNH Global N.V., Racine, Wisconsin

Reported to the CIO and to the President of the Global Agricultural

Business Group, ($6B revenue). Responsible for the strategic direction

and ownership of the following application portfolios: Supply Chain

Management, Order Management and Visibility, Manufacturing ERP/MRP,

Purchasing and Logistics. Managed seven global direct reports;

international travel 30%.

Developed IT the strategic plan; consolidated the Global Agricultural

Business strategic business plan into business requirements assessed

against current business processes and technologies and emerging

industry trends and technologies.

Ensured the application portfolio and technology resources delivered

common enterprise process solutions aligned with the business

operational and financial objectives.

. Partnered with VP of Supply Chain to develop a post-merger common

supply chain strategy; bridged corporate cultures and identified

best in class business processes for Demand Planning, Sales &

Operations Planning, Inventory Management, Replenishment Management,

Global Order Promise, Advanced Planning and Scheduling, Procurement/

Supplier Portal, Supply Chain Visibility, and Logistics.

Recommended go-forward proof of concept applications after reviewing

Adexa, Demantra, Manugistics, Optiant, SmartOps, i2 Technologies,

and Ariba applications.

. Defined an ERP/MRP transformational roadmap that reduced the number

of existing systems from (14) across (30) plants down to (4) systems

(QAD, JD Edwards, and 2 Custom applications) within the four year

post merger period with the final migration to SAP in years five

through seven to coincide with the enterprise wide SAP

implementation schedule.

. Championed a post merger, world-wide, strategic purchasing database

that used S&OP forecasted volumes exploded across the many ERP/MRP

systems, consolidated by supplier, part-number, annual volumes and

pricing to create one view that enabled leveraged volume purchases,

part number consolidations and supplier rationalization.

Dec '98-May '00 Director, Information Services, Strategic Planning, North

American and Australia Region, Case Corporation, Racine, Wisconsin

Reported to the CIO and to the President of the North American Region,

($3B revenue). Responsible for the following application portfolios:

Manufacturing ERP/MRP, Quality, Customer Support Services, Product

Development, Sales and Marketing, Aftermarket Division, and Joint

Ventures. Managed four direct reports; travel 15%.

. Championed QAD/ERP implementation at a North American and Australian

plant both of which ran a lean, demand flow environment and utilized

electronic Kanban signals to trigger internal and external JIT

supplier deliveries.

. Implemented an assembly line manufacturing system at all (10)

plants. The system broadcasted the line set schedule and sequence

to supporting departments, released electronic Kanbans, and tracked

the quality level of the vehicle at various assembly points.

Provided order visibility and estimated time of delivery to the

dealer and sales organization.

Nov '96-Dec '98 Manager Order Fulfillment, Planning and Replenishment

Process, Aftermarket Parts, Racine, Wisconsin

Reported to the Director of the Aftermarket Parts and Service Division,

($800M revenue). Managed six project team members. Budget $1M.

Designed and launched an e-commerce, business to business parts

ordering and fulfillment process; utilized optimization algorithms to

determine the highest retail customer fill rate possible given limited

financial investment and lead time to replenish inventory through

various supply chain channels. ~ Winner 1999 Chairman's Award.

(Google "availabilityMAX").

With 15% of the retail base on-line within the first year :

. Retail customer fill rate increased +20 points to 90%, inventory

levels decreased 10% and parts selection increased 15%.

. Service/ repair turnaround times decreased 25%; service department

revenue increased by +$3M.

. Overall retail revenue increased +$20M, wholesale revenue

increased +$12.5M, and ROA increased +9 points.

Oct '94-Nov '96 Project Specialist, Manufacturing Operations, Racine,

Wisconsin

Reported to the Director of Manufacturing Services. Managed a global

cross functional team of ten people.

. Re-engineered the Manufacturing Order to Delivery process to Make-to-

Order. Implemented MRP Master Scheduling, along with I2 Sequencer

finite assembly scheduling and Order Visibility processes across 40%

of our global manufacturing base within 1 year. ~ APICS

Magazine March 1997, "Supply Chain Management in a Make-to-Order

World: A Scheduling Case Study"

. Led a 3 country, 4 manufacturing plant Demand Planning, S&OP, Supply

Planning and Order Management integration for the introduction of

the Worldwide production of a medium-sized tractor; co-authored

procedures for global demand and capacity planning across primary

and overflow manufacturing plants.

WORK EXPERIENCE PRIOR TO CNH

Sep '93-Oct '94 DOEHLER-JARVIS, INC. - Toledo, Ohio (Privately held, turn

around situation)

Tier I - Ford, Chrysler, GM, High Volume, Aluminum Transmission

Castings, $170M revenue, 500 UAW Employees

Director Materials Management

Reported to the CEO of Doehler-Jarvis, Inc. Six direct reports.

. Achieved year-over-year ROA +6 points and ROS +2 points; re-engineered

the Sales and Operations Planning process (S&OP) and meeting format

achieving operational metrics of +97% month-over-month plan stability,

and +99% production plan conformity.

. Customer Delivery Performance improved from 95% to 100% while at the

same time a 30-day supply (108,000) of Ford transmission housings

decreased to 1.5 days (5,400) delivering JIT to Ford 8 times a day,

every 2 hours, hitting a 15-minute delivery window.

. Received perfect score on Ford's Q-1 Supplier Audit, Materials

Management and Logistics Section.

Sep '92-Sep '93 STEEL PARTS CORPORATION - Tipton, Indiana

Tier I and II - Ford, Chrysler, GM, High Volume Precision Automotive

Stampings, $50M revenue, 300 UAW Employees

Materials Manager

Reported to the Vice President of Manufacturing. Four direct reports.

. At the midyear budget review, the parent company President and CEO

recognized my contribution and leadership for year-over-year financial

and operating performance improvements. ~ "Well ahead of Operating

Budget, in Sales, Operating Income, and Cash Flow. More significantly,

the business results are excellent on an absolute basis and in

comparison to last year as well. Inventory turnover is, likewise,

improving dramatically compared to prior years' performance." - Robert

Smialek, July 19, 1993.

Jul '86-Sep '92 ROCKWELL INTERNATIONAL, New Castle, Pennsylvania

Tier I - Ford, GM, Freightliner, PACCAR, High Volume, Truck and

Automotive Axles, $180M revenue, 1,000 UAW Employees

Vertical Integration - Forging, Heat Treat, Machining, Welding,

Assembly, and Paint

Jul' 89-Sep'92 Sales, Production and Inventory Control Manager

Reported to the Materials Manager. Managed combined department of

twenty employees.

. OEM Delivery Performance increased +13 points to 97.6%. After-Market

Parts Delivery Performance increased +71 points to 99%.

~ Daily JIT delivers to various Ford and GM Plants.

. Reduced total inventory 52% to $15 Million doubling inventory turns to

12. Inventory accuracy increased +49 points to 99%.

. Responsible for domestic and global steel purchase of $50M annually.

Reduced steel inventory 63% to $4 Million.

Apr '89-Jul '89 Special Assignment - Champion 1990 Annual Operating Plan

Spearheaded a zero based business plan that utilized Pareto analysis to

identify major cost drivers and inhibitors to quality and productivity.

Coordinated all departments in developing aggressive projects with time

phased deliverables and respective financial impacts.

. In a year in which sales were down $18M versus prior, PBT increased

$7M, ROS increased +4 points, and ROA increased +12 points.

Sep '88-Apr '89 Manufacturing Engineer & Department Supervisor

Jul '86-Sep '88 Programmer / Systems Analyst

EDUCATION: OHIO UNIVERSITY, Athens Ohio

Bachelor of Science Industrial and Systems Engineering, June 1986

AFFILIATIONS: Certified Engineer in Training (EIT) Ohio State Board of

Registration for Professional Engineers and Surveyors, September 1986

Certified Production and Inventory Management (CPIM) American

Production and Inventory Control Society (APICS), May 1989

BACKGROUND: Forging, Casting, Stamping, Heat Treat, Machining, Fabrication

/ Welding, Paint, Coatings, Contract Manufacturing, Assembly,

Heavy Equipment OEM, Tier I and II Automotive and Heavy Truck component

supplier, JIT, ISO, Quality Programs, SOX, CTPAT,

Competitive Benchmarking, Product Line Profitability and Margin

Analysis, Distribution Network Design, Demand Planning, Demand

Shaping, Sales, Inventory and Operations Planning, Replenishment

Management, Advanced Order Management and Visibility, Supply Planning,

Advanced Planning and Scheduling, World Class Manufacturing, Toyota

Production System, Lean, Synchronous Assembly, Demand Flow, Continuous

Improvement, Supplier Quality and Performance Management, Product

Development, Bill of Material Management, Purchasing and Logistics,

Waste Reduction, SMED, KANBAN, KAIZEN, Supply Chain Management, Product-

Channel - Supply Chain Transformations, B2B, IT Strategic and Systems

Implementation and Integration, ERP/MRP/ DRP and Manufacturing

Execution Systems, Project Management, Change Management.

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