Supply Chain Vice President

JIM D. REED

Professional Profile

VP, Global Purchasing VP, Supply Chain CFO/Corporate Controller

Results oriented senior executive who combines extensive global purchasing and financial management experience to

provide innovative supply chain solutions. Demonstrated ability to hire, develop and deploy successful purchasing and

supply chain global teams. Pioneered benchmark centers to create target pricing knowledge and models. Proven track

record of preparing and implementing plans to improve margin over material, analyzing financial performance, and

instituting sound procedural changes to ensure Sarbanes-Oxley compliance in the global supply chain. Innovative

leader who creates systems for cost reductions and preparation of future program quotes. Skillful in negotiating

purchase agreements as well as developing and monitoring vendor compliance to balance metrics.

Career Highlights

Generated $190M+ of savings in purchase order reductions over 3 years by creating world class cost technology

centers to drive fact-based negotiation on buy of $7.5B.

Delivered $60M+ in running rate savings (15%) while increasing sourcing from $6M to $400M+ by establishing an

Asian supply chain for the Americas and Europe.

Saved nearly $7.5M after reducing staffing by 30% (150 employees) by reengineering the purchasing organization

from a regional approach to a global commodity procurement approach.

Boosted margins by $350M (from 6% to 13%) at the $5B Ford division through a fact based system to track open

opportunities for cost savings, engineering change control, purchasing savings, and new business awards.

Core Competencies

Cost Controls Strategic & Tactical Planning Purchasing

P&L Responsibility Teambuilding & Leadership Change Management

Negotiations Procedural & Compliance Development International Business

Professional Experience

Lear Corporation 2000 to 2009

$14B global supplier of automotive seating systems, electrical distribution systems and electronics.

Vice President, Global Purchasing (2004 to 2009)

Vice President, Finance & Cost Technology Optimization (2000 to 2004)

Led purchasing and supplier development efforts across the globe with teams in Asia, Europe, North America and South

America with buy exceeding $7.5B. Developed, gained concurrence and implemented strategic plans through tactical

actions to achieve sourcing targets. Developed methods to assess risk and presented results to board of directors audit

committee. Developed procedures to achieve SOX compliance in purchasing. Measured suppliers to metrics through

global system developed during period in position. Created world class CTO center to drive future design, cost targets

and communication that was imitated by competitors. Authored international procedures and provided training and

mentoring sessions which insured compliance with Sarbanes-Oxley requirements in the global supply chain.

Generated $190M+ of savings in purchase order reductions over 3 years by creating world class cost

technology centers to drive fact-based negotiation on buy of $7.5B.

Delivered $60M+ in running rate savings (15%) while increasing sourcing from $6M to $400M+ by

establishing an Asian supply chain for the Americas and Europe.

Saved nearly $7.5M after reducing staffing by 30% (150 employees) by reengineering purchasing

organization from a regional approach to a global commodity procurement approach.

Boosted margins by $350M (from 6% to 13%) at $5B Ford division with a fact based system to track open

opportunities for cost savings, engineering change control, purchasing savings, and new business awards.

Lear Corporation, continued

Jim D. Reed Page 2

Avoided $90M in steel price increases in 2008 through the use of well developed terms and conditions in

addition to the court system.

Improved Asian margins by 10% after analyzing costs, developing an action plan, and instituting a weekly

senior management meeting to focus efforts on the goal of profit and sales growth.

Giddings & Lewis 1996 to 2000

$1B manufacturer of engine machining lines, machining centers, measurement machines, and controls.

Chief Financial Officer & Vice President, Finance

Led all finance functions including treasury, tax, audit compliance, cost management, P&L analysis, board of director

reporting and external reporting. Prepared strategic plans, annual business detail plans and monthly financial reporting

aimed to drive Company to higher growth and profit. Served as a change agent towards stronger cost controls, ERP

system implementation and commercial resolution.

Led the conversion to SAP and Hyperion to achieve both local and global requirements.

Played a key role in shifting Company from a public entity to division of a German company, conversion to

German reporting systems, and education of German managers regarding U.S. regulatory compliance.

Avoided $250K write off from a Chrysler contract through fact-based analysis, reconstruction of 3 years of

engineering changes, and utilization of financial, legal, sales, and negotiation skills to save the at-risk profit.

Lear Corporation 1995 to 1996

$14B global supplier of automotive seating systems, electrical distribution systems and electronics.

Operations Controller

Led financial reporting, plant procedures and consolidations necessary to meet expectations of Company. Set systems,

procedures and individuals in new plants undergoing construction to support new Ford business. Prepared metrics and

balanced scorecard to track plant improvement and obligations for P&L, balance sheet, capital acquisition, tooling audits

and labor cost. Created formats and plant reporting templates to reduce workload and focus on internal reporting.

Saved millions of dollars by creating details necessary to pass a Ford tooling audit.

BRC Rubber Company 1994 to 1995

$150M manufacturer of injected molded parts for the automotive and appliance industries.

Chief Financial Officer

Led all finance for private Company with explicit responsibility to help owners receive an offer for sale. Maintained all

relationship with auditors, banks and suppliers during the sale process. Proposed change in owner residency to reduce tax

liability. Created contacts and spurred interest from competitors to make offers for the business.

Created a data room with information to evaluate business and provide data for acquiring companies.

Received an offer that with a negotiated person service contract met stated requirements of the owners.

GenCorp 1984 to 1994

$500M manufacturer of vehicle sealing, vibration control and class A body panels for OEM’s.

Vice President, Finance / Operations Controller / Plant Controller

Led all finance functions for division except treasury and tax. Created and measured all strategic plans, operating plans

and monthly performance. Reported to President of automotive division as top finance person. Negotiated on union

contract settlement.

Saved $4.2M in labor cost (8%) by creating a financial measure that shifted focus from cost of labor per

hour to total employment cost per hour worked.

Reduced quality cost by 16% and improved P&L performance after creating a measurement for total cost of

quality, not just cost of scrap.

Negotiated at labor table with United Steel Workers to obtain a 3-year contract agreement and end months

of strike.

Education & Professional Development

MBA, Business Administration, Indiana Wesleyan University Marion, IN

BS, Accounting, Ball State University Muncie, IN

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