GREG RENNIE

*** ****** *****, ***. ***

Hendersonville, TN, 37075

251-***-****

ac2ma8@r.postjobfree.com

PROFILE

Supply Chain Management Professional with experience in Commodity Management, Global Sourcing, Lean Manufacturing and Logistics. Results driven focus that produces efficiency gains in cost, quality and delivery.

CAREER SUMMARY

July’16 – Present, Supply Chain Manager, “Greenfield”, Fritz Winter NA, Franklin, KY

Led Supply Chain inititive for “Greenfield” Fritz Winter foundry and machining plant that was constructed to supply brake rotors to the Automotive Industry.

Lead and managed all facility Supply Chain activities. Developed budgets and capital expenditure budgets; approve requisitions within approval limits.

Secured best logistic rates for bulk transportation of sand and scrap for the foundry operations. This Includes warehousing and transport including rail cars, FTL and LTL trucking.

Implemented the MM module of SAP for the new plant. This included setting up material masters for all part numbers, spare parts and indirect materials.

Oct’14 – July’16, Sr. Commodity Manager, Arctic Cat Inc., Thief River Falls, MN

Led the casting, forging and machined component team responsible for cost, quality and delivery metrics to support the ATV, ROV and Snowmobile businesses.

Achieved 6% cost reduction for castings/forgings and miscellaneous machined components. This involved closely working with engineering on securing validation resources to approve and implement the project.

Directed the activities of the Casting/Forging commodity team. This consisted of a team of 4 responsible for all aspects of Supplier Relationship Management including communications, logistics, forecasting, inventory planning, engineering change management, capacity management, performance metrics and conflict resolution.

Led initiative to launch new product on time with minimal negative impact on customers and with material obsolescence exposure 65% below forecast.

Extensive work experience with Asian suppliers implementing strategic sourcing initiatives in support of Arctic Cat’s business plan.

Jan ’11 – Oct ’14, Sr. Purchasing Agent, Quincy Compressor (Atlas Copco), Bay Minette, AL

Project Manager for major outsourcing effort for implementing long term strategy for Purchasing finished machined castings which are currently machined in house. Activities include extensive interaction with Atlas Copco’s Corporate Management in Antwerp, Belgium and Wuxi, China

Managed and coordinated purchasing metric for casting and machined components for cost, quality, delivery, and administration and supplier agility with respect to scheduling changes. Achieved 14% improvement on time delivery on bearings, 22% on gray iron castings and 12% for aluminium castings

Improved new product introduction (NPI) time on castings by 24% through working jointly with Supplier Quality through early engagement of suppliers in the design phase and utilization of APQP

May ’07–Dec ’10, Sr. Commodity Manager, PACCAR (Peterbilt & Kenworth), Columbus, MS

“Greenfield” plant start up for PACCAR, first engine plant in N.A. to produce 12.9 litre diesel engines for Peterbilt and Kenworth Truck divisions. Responsible for sourcing, negotiating and contracting assigned commodities. Project required extensive interaction with Corporate Management, Operations and Engineering to ensure target costs were achieved and timing was aligned with plant start up

Managed cross-functional team for castings involving market analysis, supplier selection, qualification, contract negotiation, evaluation & development, and risk mitigation planning. Provided support for technical and financial analysis of alternative supply methodologies such as internal manufacture or complete product outsourcing

Nov ‘04–May ‘07, Sr. Purchasing Agent, Quincy Compressor, Bay Minette, AL

Formulated and implemented the global sourcing process at Quincy and led the global sourcing initiative by qualifying China sources on key commodity items such as heat exchangers, castings and fabrications. Off shore sourcing of these commodities resulted in an annualised material reduction of 15.8% in ’05, 11.2% in ’06 and 9.6% in ’07

Developed annual cost reduction targets for suppliers and led the cross-functional cost reduction team to achieve results. Negotiated freight rates and managed logistics for in-bound direct material for both European and Asian routes

May ‘02–Oct ‘04, Business Unit Manager-Operations), Cummins Engine Company, Columbus, IN

Responsible for achieving safety, production, quality and labor cost targets for the Post Assembly Business Unit at the Cummins Midrange Engine Plant. Developed and executed operations initiative for the implementation of Model Year introduction on the 235hp and 245hp Dodge Ram Diesel engine

Achieved efficiency gains of 16% (36 eng/shift) through implementing a staggered breaks/lunch which increased line-set and off-load of finished product. Further, adjustments were made to the chain speeds on the chains system to calibrate it with the J-Hook carrier system

Exceeded assembly BIS defect target by 12% through 1st. quarter after implementation of MY04 and exceeded production target by 6% and incidental OT target by 9% for 1st. for the Post Assembly Business Unit

Sep ‘01-May ‘02, Commodity Manager–Fuel Systems, Cummins Engine Company, Columbus, IN

Responsible for sourcing and purchasing fuel system components for diesel engines. Components included fuel pumps, injectors, fuel rail and fuel transfer pumps. Led Total Cost Ownership (TCO) team for analyzing key issues/trends in global supply and worked with IPO’s in re-sourcing components off-shore

Developed world-wide sourcing strategy for mechanical and electronic fuel transfer pumps resulting in cost reduction of $450,000/ 4.0% for this commodity and also facilitated Quality Warranty improvement Process (QWIP) team that resulted in 37% increase in warranty recovery from Bosch and Federal Mogul.

Jul ’98-Sep ’01, Expatriate Global Sourcing Manager, Maidenhead, U.K. (European Engine Alliance JV)

JV consisting of Cummins Engine Company, Case New Holland and Iveco (Fiat) of Italy. JV teams primary responsibilities was to develop global sourcing strategy to support the global engine volume of 250,000 engines

Evaluated new global sources from a financial, managerial and product standpoint; led lean assessment process and implemented supplier development process. Identified competitive sourcing opportunities for commodities including block and head castings, turbochargers, connecting rods, crankshafts, oil pumps, high pressure die castings (HPDC) and oil coolers

Negotiated Long Term Supply Agreements (LTSAs) with suppliers such as Concentric (UK), OMP (Italy), Krupp (Brazil), Holset (UK), EPC (Spain), and Bosche (Czech Republic). Conducted analyses of new source cost studies to determine material cost, developed Total Cost of Ownership (TCO) models, and supported the development of a global sourcing strategy for the European JV.

Sep ’94 – Jul ’98, Commodity Manager, Cummins Engine Company, Columbus, Indiana, USA

Commodity responsibility -Grey Iron and Steel components (block/head castings, stampings, fabricated tubes and powdered metal) to support Cummins Engine Business. Exceeded cost reduction targets by 7% (’95) and 11% (’96)

Key areas of activity included: analyzing / forecasting analysis of global casting and machining capacity; ensuring adequate foundry capacity to support world-wide demand and establishing long term commodity source plans

Led Purchasing project for ramp-up of “Greenfield” Teskid de Mexico foundry in Mexico that had to coincide with ramp up of new block line for the Cummins Engine supplied to Chrysler for the Dodge Ram

1996 – 1998, Master of Science (MS) Operations Management

General Motors Institute (GMI), Flint, MI, GPA 3.8

1990 – 1994, BS Business Administration – Operations Management

North Dakota State University, Fargo, North Dakota, GPA 3.6

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