I

RONALD C. REYNOLDS MBA

**** ************ *****, ********, ** 43026 614-***-**** (H) 614-***-****(C)

aczxym@r.postjobfree.com

Director Supply Chain

International Supply Chain Leader who has driven supply chain, operational, system and business process improvements working with multifunctional teams

Resourceful, motivational and decisive leader and collaborative builder of strong relationships.

Adept at developing a clear vision, defining expectations and managing/negotiating limited resources in attaining the best deliverables.

AREAS OF EXPERTISE

Strategic Planning / Forecasting / ERP

Supply Chain / Logistics / Distribution

International Trade / Customs

Process & Product Management / Costing

Manufacturing / Production / Multi-Unit

Sarbanes Oxley (SOX)

Cost Control

Contract Management

Project Management

Leadership Development

Relationship Management

Performance Management

Process Improvement

Six Sigma/ LEAN

Quality Systems ISO9000

KEY ACCOMPLISHMENTS

Led International Warehouse and Distribution operations handling over $2B of inventory transactions, optimizing both freight and inventory levels to meet business and seasonal requirements. Provided effective leadership to Regional Operation Managers and their teams, driving key performance parameters and providing continuous improvement leadership yielding a 20% reduction in operating costs and achieving growing business requirements.

Led strategic supply chain and transportation optimization project for automotive business using strategic location analysis and market negotiation skills to establish optimal new warehouse location. Initiative has resulted in a 1 MM mile reduction in supply side transportation, 25% reduction in ocean freight transportation and significant improvement in inventory management.

Justified, created and led the Global Transfer Price improvement team creating a better corporate understanding of the direct and indirect tax impact and benefits of supply channel optimization. New design insured proper and timely financial data flow and addressed centralized business allocation procedures for each region. New system design improved flexibility and metrics for business decisions leading to multimillion dollars tax saving while ensuring an appropriate and compliant balance of direct and indirect regulations.

In less than 1 year, identified and quantified more than 40 projects with a benefit range of $19 to $25MM annually, completed 4 projects delivering $4MM and begun 4 more projects that will deliver an additional $5MM annually – created and strategically led global teams that devised new identification and evaluation methodologies/processes resulting in new saving opportunities.

Coordinated global duty savings exceeding $8MM, doubling prior year savings.

Individually produced savings of $5MM annually by improving data quality and report alignment, thereby reducing time to generate and validate data by over 70% – provided Six Sigma leadership and duty expertise to transfer price process improvement project.

Implemented Customs-Trade Partnership Against Terrorism (C-TPAT) for Kurz-Kasch and four importing entities at Rohm and Haas Company. Developed the security procedures and questionnaire and enlisted vendor/service provider support. Led domestic and overseas validation efforts at Rohm and Haas Company as one of the first 70 companies to gain validation. Presented CTPAT validation process and benefits at Deloitte’s European International Trade Conference.

EDUCATION, CERTIFICATION, TRAINING and PATENTS

MBA- Supply Chain Management, Ashland University, Delta Mu Delta Honors

Bachelor of Science in Chemical Engineering, the Ohio State University, Columbus, OH

Six Sigma – Green Belt Certified with Master Black Belt Training

Patents: Liquid Coloring Processing for Acrylic Resin Manufacturer

RONALD C. REYNOLDS, Page Two

PROFESSIONAL EMPLOYMENT SUMMARY

American Showa Inc. Sunbury OH 2011- 2016

($600 million international manufacturing and supply chain company of automotive and motorcycle components)

General Manager International Trade & Logistics

Officers Business team member to manage the direction of the Company and evaluate financial results. Member of Risk Management team to identify and assess potential risk issues for the company including talent and resource, organizational design, compliance, operational, investment and corporate governance issues.

Develop and execute the strategic plans to improve company’s international trade, compliance procedures, third party relationships and international logistics service providers that will ensure compliant, timely, secure and efficient border crossing.

Develop and implement strategic plans for international and domestic logistic services that will enable volume growth and efficiencies while lowering costs. Collaborate with major customers on transportation and packaging designs to benefit supply chain by being recognized as their innovative and creative solution provider.

Apply business excellence, Six Sigma and continuous improvement techniques to improve demand, supply chain and operational planning within the organization by developing key metrics and total landed costs analysis to promote better decision making processes. Increase awareness and use of planning tools and business analysis techniques for Sales, Sourcing, Procurement, Supply Chain and Accounting departments including the Japanese associates.

Kurz-Kasch Inc. Miamisburg OH 2008 - 2010

($65 million manufacturing and supply chain company of electromagnetic & automotive components)

Director of Supply Chain and Engineering

Executive Leadership Team member responsible for Supply Chain and Engineering talent development and organizational structure. Directed new product development portfolio and Capital investment planning.

Developed strategic plans for Procurement and Engineering to deliver cost effective solutions. Negotiated and reviewed all supplier contracts. Reviewed and negotiated customer supply contracts for supply chain and logistic impacts on business for Sales Team.

Accepted Director of Engineering role after 3 months with company. Brought Engineering spends under control within 2 months and delivered prototype projects to customers on time. Commercialized 3 major projects.

Directly responsible for $40MM spend on raw material, MRO and utilities and $2 to 5MM spend on capital equipment and tooling. Built supplier and customer relations. Enhanced collaboration in supply chain bringing in new business opportunities. Provided EU REACH, ITAR and NAFTA responses.

Strategically managed logistics, tooling and customer contracts domestically and internationally providing cost savings to business of over 7% per year.

Developed Corporate Business Plan, Operational Strategy and Budgets. Worked closely with Finance on project justification analysis, inventory turns, and cash flow analysis. Accountable for business profit & loss.

ROHM and HAAS COMPANY, Philadelphia, PA / Louisville, KY 1979 – 2008

($8 billion international manufacturing, logistics and supply chain specialty chemical company)

Corporate Global Manager – Strategic Customs, Duty and VAT (2006 – 2008)

Developed global strategic plans used to manage international trade, duty and customs projects, having direct influence on over $500MM annual spend.

International trade and compliance subject matter expert on Corporate Entity realignment project providing the strategic planning and direction for changes to maximize foreign tax credits, enable corporate business process consolidations and redefined the corporate structure in US, Canada, Europe and Asia creating more robust international trade practices and compliance financial reporting.

Developed improvement strategy and identified Enterprise Resource Planning (ERP- SAP) system requirements and implemented changes that enhanced visibility of material movement activities and

RONALD C. REYNOLDS, Page Three

costs. Developed business case justification of projects, timelines as well as provided project oversight for successful completion.

Led corporate transfer price Six Sigma improvement processes with Finance, Tax and IT groups. Enhanced corporate business understanding of transfer pricing processes, financial data flow and tax implications. Optimized supply channels and warehouse inventory levels balancing costs, timing, direct tax and indirect taxes.

Built internal and external network of Indirect Tax Consultants. Produced detailed implementation plans with external Indirect Tax Consultants to achieve compliant low cost supply chain.

Created corporate awareness of customs and international trade programs savings benefits. Efforts resulted in tripling of requests for information or participation on business sourcing projects.

Logistics Process Improvement Manager (Corporate Logistics & Supply Chain) (2005 – 2006)

Served as Logistics Lead for legal entity consolidations in the US and Canada, working with IT, Finance, Tax, Legal and Business Groups to effectively make changes by quantifying risks, timing, and resource requirements, creating implementation plan, as well as evaluating impact of changes.

Created new methodology to more accurately represent product costs, and reduce time necessary to provide updates. Developed global statistical model of standard freight costs for supply chain and sourcing optimization.

Designed and implemented Contract Management Tool for Logistics and Procurement contracts. Reviewed and revised Corporate Signature Authorization limits for contracts across all regions and businesses.

Redesigned global logistics cost centers. Aligned cost centers with regions and activities to ensure proper allocation and assignment of costs. Devised improved reporting and cost consolidations.

Established Sarbanes-Oxley (SOX) policies, documentation requirements, measures and metrics for all global logistics operation. Implemented Sarbanes Oxley (SOX) operational processes and documentation for contract management, freight payment, and warehousing and inventory management.

Interregional Supply Manager (Corporate Logistics & Supply Chain) (2002 – 2005)

Corporate Logistics Division Leadership team member. Collaborated with Businesses to create Logistics Business plans for short term and long term operations and projects.

Led Import, Export, and The International Carrier Contract Group departments consisting four Regional Managers and their teams of 29 direct and 25 indirect members, ensuring efficient, compliant and effective international distribution of products. Managed the international Demand and S&OP processes.

Led and participated in regional SAP design and implementation processes. Developed and managed transition plans for international movement of products for each of the 8 implementations. Our group became the recognized go to group for training and after implementation troubleshooting for all businesses and regions.

Managed $45 MM in contract negotiations and spend for international carriers for $2B international distribution network serving 125 countries.

Prior Manufacturing and Operation Experience/Roles

Louisville KY plant

Customer Service Manager (1999 – 2002)

Translated customer/business expectations into supply chain plans and plant quality/utilization metrics. Influenced production personnel on product and quality related changes.

With Operations and Engineering reviewed the Capital Project portfolio ensuring business needs were met.

Managed customer, commercial and plant relationships to meet or exceed customer requirements routinely identifying solutions with mutual benefit for customer as well as our process.

Managed performance and priorities of work group, aligning with plant and commercial group expectations as well as those of more than 3,000 customers.

Coordinated with Sales Account Manager to address customer needs and complaints. Used Six Sigma and Total Quality Management principles to identify issues and solutions.

Quality Assurance Lab Manager (1995 – 1999)

Managed analytical team of Analytical/Test Development technicians and Lab Testing Operations supporting 5 plant operations. Provided performance management and development, aligning with plant and business needs.

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Created 5 year rolling Capital Equipment plan for all plant analytical labs globally.

Managed and approved departmental budgets, expenditures, capital budget and allocations to manufacturing.

Implemented plant-wide ISO 9000 quality system including coordinating internal and external audits.

Molding Resin Technical Manager (1991 – 1995)

Managed the technical support staff for the production unit responsible for quality, productivity, operational efficiency, capital project planning, new product introductions, operational safety and environmental controls for the continuous extrusion process.

Managed the Businesses $250 MM capital plan aligned with 5 year long range business planning.

Participated on plant leadership team working with union negotiation and site wide programs.

Worked closely with production foremen on shutdown scheduling, maintenance and new equipment. Installations. Led process control and environmental improvement projects.

Led continuous improvement efforts yielding 8% capacity improvement, 60% waste reduction, improved product transition process and 6% operating budget cost savings.

Responsible for the plan and execution of the weekly and monthly production plan and metrics.

Senior Manufacturing Engineer (1990 – 1991)

Led cross-functional continuous improvement team to increase spray dryer capacity and quality that achieved a 15% increase of on-stream utilization, 25% production capacity increase and a 15% reduction in rework while yielding at 10% cost savings with minimal capital investment.

Provided operator and maintenance training on new equipment, controls and operating metrics.

Led the safety, health and environmental reviews and change management process

Participated with management on production planning (daily, monthly and annual) as well as developing product costing and annual budget plans

Provided production and quality metrics for production unit as well as business

Worked closely with Customer Service and Sales on root cause analysis of customer complaints

Philadelphia Area- Philadelphia Plant, Springhouse, Bristol and various plant start up

Pilot Plant Operations Manager (1987 – 1990)

Lead Process Engineer (1983 – 1987)

Research Process and Design Engineer (1979 – 1983)

Hands on plant construction supervision including project scheduling, building construction; pipe and equipment welding, inspection and testing; safety health and environmental reviews, project cost control, conceptual and detailed engineering design, and project cost estimation.

Supervision and coordination of facility maintenance activities.

Participated on Plant Leadership teams and was involved is union contract negotiations and arbitration proceedings.

Budget planning and cost control for operations and maintenance departments.

Provided conceptual designs and estimates for Research Capital Planning process.

Process scale up, new product commercialization and process troubleshooting.

Develop standard operating procedures for process as well as new equipment operations.

Procured raw materials, operating supplies and small capital equipment.

Responsible for the organizational and individual performance and development plans for the Pilot Plant operations.

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