Product Development Quality

Douglas.S.Davidson

319-***-****, ********@*****.***

***** ******* **, ********, ** 48170

Education:

Western Michigan University Overall GPA: 3.4/4.0 Core GPA: 3.6/4.0 Bachelor of Business Administration Haworth College of Business Major: Integrated Supply Management Graduation Date: April 2008 Wayne State University Overall GPA: 3.6/4.0 Master of Business Administration Mike Ilitch School of Business Concentration: Global Supply Chain Management Graduation Date: August 2017 Professional Experience

Ford Motor Company, Global Chassis Purchasing, Dearborn, MI 5/15-Present Strategic Global Commodity Lead – Steering Systems

Lead cross-functional team in strategy development and execution for global steering systems ($1.6B annual spend), and exceeded original business plan cost glide-path commitments by achieving the following results: o Designed Global Commodity Lead (GCL) best practices that target four key objectives: Global Cost Reduction Initiatives, Global Commodity Strategy, Global Program Execution, and Global Operational Excellence. Through the standardization of global procedures outlining each focus area, our organization has been able to execute a defined strategy that leverages cross-functional expertise to ensure alignment and consistency on all messages delivered, both internally and externally. o Lead and implemented supplier capability evaluation matrix to support a major technology migration to a lower cost system (from $300/vehicle to $200/vehicle). This matrix identifies technical concerns/inabilities in defined criterion, highlighted overall commercial performance, and drove resolution in each resulting in a more capable supply base, increased number of quoting suppliers, and facilitated an environment which achieved benchmark commodity pricing (annual savings to be realized starting in 2019: $320M). o Lead global Commodity Cost Attack Team (CCAT) efforts in identifying cost reduction opportunities across global vehicle platforms and drove data transparency into tier II and III cost structures to support fact-based negotiations. Leveraging engineering cost estimates, market based data, and supplier based estimate tools, my team was able to deliver ~$100M in savings over 2 years o Lead quarterly and annual Business Unit Reviews focusing on supplier operational excellence in quality, delivery, and warranty performance. Focusing on areas for improvement in each category, the global team was able to assemble the necessary action plans by engaging both internal and external cross-functional teams and assigning resources to problem areas to address accordingly. This effort highlighted a success in Q1 (Ford Quality Achievement) steering supplier sites from a 45% attainment status in 2015 to an 80% status over the course of 18 months.

Ford Motor Company, North American Chassis Purchasing, Dearborn, MI 1/13-5/15 Core Buyer – Pedal and Mechanical Brake Control Systems

Led team’s efforts to localize B&C-Car content through collaborative discussions with the North American and Asia Pacific Product Development teams along with aligning the CAF (joint venture) Product Development and Purchasing teams in order to execute the localization of brake system components. This effort delivered 15% in overall savings to Ford Motor Company through the cycle life of the program.

lead commodity team (internal and external) in the direction that aligns both parties with their strategic objectives when I undertook the task to head an operating process improvement plan at one of his brake and clutch pedal suppliers. Under my guidance, coaching and the assistance of on-site STA verification, the team was able to identify the areas of processes that lacked both control and resource support. This allowed the supplier to focus and improve that function as soon as possible. Since the process improvement kick-off date, this supplier has gone from 29 QR’s in 2014 to 5 QR’s to date in 2015, an 82% improvement. Deere & Company, John Deere Ottumwa Works Hay and Forage, Ottumwa, IA 08/11-12/12 Production Supervisor - Component Machining and Assembly

Through employee engagement I provide a working environment to all of my employees that drives a focus on working safely, producing high quality workmanship, and generating continuous improvement ideas

I determine the manufacturing and distribution of priorities throughout my department based our set production schedule and assign daily tasks to each operator in order to adhere to committed customer delivery dates

Functional Lead of my departments operations team; consisting of manufacturing, quality, and design with our focus on implementing safety, quality, and productivity improvement projects. I assign the necessary manpower to complete identified projects and provide the required resources while maintaining my targeted operating budget Deere & Company, John Deere Ottumwa Works Hay and Forage, Ottumwa, IA 08/09-08/11 Operational Supply Management Buyer – Metal Fabrication, Weldments and Stampings

In my role as the metal fabrication commodity team lead; I drive continuous improvement through supplier engagement focusing on warranty improvement projects, integrated cost reduction initiatives, quality performance improvement, and on time delivery performance

As the unit-supplier relationship owner for all metal fabrication suppliers and $23M dollars in spend, I build and sustain strategic working relationships by achieving win-win negotiations, identifying cost structures, and utilizing internal and external cross- functional teams in order to assure the correct business decision is prepared and organized for implementation

Lead monthly commodity team reviews concentrating on supplier delivery ppm and quality ppm and identifying areas for improvement. NCCA’s are initiated for identified areas of improvement and used as a documentation tool to conduct root cause analysis and drive towards permanent corrective action Deere & Company, John Deere Ottumwa Works Hay and Forage, Ottumwa, IA 06/08-08/09 Tactical Supply Management Planner – Hydraulics, Electrical, and Wheel/Tire Assemblies

Communicated with key suppliers on a daily basis to ensure on time part delivery to the production floor point of use through SAP’s Controlled Delivery by Build Schedule (CDBBS) inventory management logic.

Negotiated supplier minimum order quantities in order to reduce days on hand inventory, satisfy our returnable container shipping initiative, and improve material flow through the warehouse to the point of use on the production line

Prioritized supplier part production and shipments in situations of capacity constraints, part quality impacts, and material shortages through daily web meetings and conference calls in order to mitigate negative impact to production

Coordinated the movement of non-conforming material from the production floor to the inspection area for further quality analysis. Lead disposition analysis and communicated to the supplier for chargeback procedures and the return of material

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