Supply Chain Project Management

David N. Tate, PMP

Shelby Township, MI ***** 586-***-**** ad5v2q@r.postjobfree.com

Program / Project Management

Program Leadership / Operations / Performance Improvement / IT & Systems / Budgeting & Forecasting

Cost Control / Bid Process / CRM / International / DoD / Startup / Training / Six Sigma / Supply Chain

A strong track record in managing multiple programs/projects encompassing business development, design & development, procurement, production, testing and quality for Chrysler, BOS Automotive, Behr Automotive, General Dynamics Land Systems, the United States Army, and others. Broad experience in leading cross-functional teams in planning, risk management and technology integration for programs budgets up to $70M and 1,000+ employees. Can contribute by:

Managing highly complex projects to on-time & on-budget completion

Leading cross-functional proposal development teams (ED&D, Production, Supply Chain) to win bids

Building strong relationships with customers, vendors and stakeholders

Recruiting & training top-performing technical and operational support teams

An out-front leader and energetic problem-solver. Can define the way forward in both startups and ongoing programs facing delivery and budgetary challenges. MBA from the University of Phoenix, MA in History from Louisiana State University and BA degree from The Citadel. Substantial additional US Army leadership and technical training. Project Management Professional (PMP). Secret security clearance. Six Sigma trained. DoD 5000 series experience.

Career History & Accomplishments

Defense Program Operations: Insight Global (2023 to Present) coordinate with vendors for submission of Contract Deliverables to the Army Customer.

Defense Operations: Booz Allen Hamilton (2022 to 2023) Coordinate JPO JLTV program documentation within the program office and through PEO CS and CSS to the ASA ALT, MARCORPSYSCOM and other organizations.

Defense Business Analyst, Integrated Data Services (2021 to 2022). Analyze contract financial data for multiple defense programs with contract values of over $100 Million. Update records and ensure financial data is updated in multiple Defense Acquisition programs.

Automotive Program Manager Fiat Chrysler Automotive (2017 to 2020); BOS Automotive (2015 – 2016); Detroit Diesel

(2014 – 2015); and Mahle Behr (2013 – 2014). Multiple contract positions with full P&L responsibilities for developmental and production programs with multiple personnel direct reports. Responsible for coordinating engineering design and development schedules, production schedules, and supply chain schedules to support mass production of many thousands of parts annually to support various automotive Original Equipment Manufacturers (OEM).

Chrysler (2017 to 2020): Established Electrical Engineering Program Office with multiple direct reports at the Chrysler Technical Center (CTC) to coordinate Electrical and Radio support to the Asian Pacific (Region) including China, Japan, South Korea, India, and Australia for the Pacifica, 300, and Jeep brands within the Uconnect radio directorate. Led weekly engineering meetings for global radio team. Managed engineering changes for the radio and assisted in managing software changes. Supported validation and verification for Panasonic and Harman radio systems, security gateway, and remote monitoring modules. Coordinated shipment of prototype vehicles, tooling, and parts through supply chain to overseas markets to support Pre-Production Approval Process (PPAP).

BOS Automotive (2016 to 2017): Engineering Program Manager for Toyota and Honda Sunshade Systems. Managed engineering development for Toyota, Honda, and Ford automotive programs. Product lines included sunshades, tonneau covers, and arm rests. Led product development teams including product engineers, designers, buyers, and launch managers. Managed costs and schedules for prototype build and tooling. Coordinated and led requirements analysis, technical reviews, and program reviews. Managed design and drawing production and approval. Managed prototype development and shipment. Conducted launch management and production readiness reviews.

Detroit Diesel (2015 to 2016): Coordinated scheduling and cost management for new Heavy and Medium Duty engines. Coordinated with Daimler to develop overall engineering program plan including cost, schedule, risk mitigation, and overall gate review.

Behr Automotive (2013 to 2014): Program Manager for General Motors Production Programs. Mahle Behr had to quickly double production of radiators for Cadillac and other GM platforms.

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Career History & Accomplishments (cont’d)

Developed international project plan with schedule, managed costs, tooling, production lead times parts delivery and other elements. Met 100% of project objectives. Oversaw production of HVAC and engine cooling components for GM. Took over Mahle Behr production program for GM parts. Reviewed over 400 parts to validate pricing and reduce costs through modification of tools and or parts in coordination with supply chain. Demonstrated Six Sigma skills through coordinated Six Sigma Black Belt project for engine cooling. Reduced production costs by over $250K. Scheduled program plans supporting.

Program and Project Manager at General Dynamics Land Systems (GDLS) 2001-2013. Abrams Sustainment Program Manager (2010 – 2013); Customer Support Services Facility Security Officer (2006 – 2010); Abrams New Equipment Training Project Manager (2004 – 2006); and Stryker New Equipment Training Project Manager (2001 – 2005). Multiple contract positions with P&L responsibilities for training, logistics, and supply support and supply chain management for projects and programs.

Abrams Sustainment Program Manager (2010 – 2013) consisting of Abrams Spare Parts, International Repair and Return, and Team Armor Partnership with annual orders and sales of up to $70M.

Abrams Main Battle Tank Spares Program: Reviewed over 1,000 customer solicitations and led the integrated program team in producing up to 400 proposals for firm fixed price contracts on an annual basis for Abrams M1A1-series and M1A2-series Main Battle Tank Parts. Increased win rate to 80% by introducing a standardized solicitation review process and adopting a third-party software solution to help focus efforts and reduce new business fund costs. Annual Domestic Spare Parts orders and sales through vendors that averaged up to $20 million annually to support the Global War on Terror.

International Repair and Return and Abrams Main Battle Tank Spare Parts: Managed multiple proposals for international spare parts including support to the Kingdom of Saudi Arabia, Kuwait, Australia, and South Korea. Managed up to 30 proposals annually. A key effort including contract for $20M in parts & testing production of more than 150 105mm gun barrels to support the K1 Tank Program. Provided repair and return parts for Kuwait and Saudi Arabia using GDLS production facilities at Scranton and Tallahassee to reduce costs.

Team Armor Partnership: Managed a $35M multi-year, cost plus fixed fee contract to support Abrams Main Battle Tank and Bradley Fighting Vehicles at Fort Hood, Texas. Provided repair and return opportunities for tenant units to increase unit operational readiness rates and reduce maintenance costs by coordinating repair and scrapping. Managed large warehouse and diagnostic and repair equipment in addition to over 20 field service employees.

General Dynamics Land Systems Support Services Company Facility Security Officer (2006 – 2010): Managed Industrial Security process in accordance with the National Industrial Security Program (NISPOM) and in coordination with the Defense Security Service (DSS) and General Dynamics Land Systems corporate policies. Managed multiple cages codes in the Joint Personnel Adjudication System (JPAS) and conducted hundreds of investigations using eQIP. Supported Classified Programs. Passed all DSS external audits.

New Equipment Training Team (NETT) Project Manager (2001 – 2006): Managed multi-year contracts for Abrams Main Battle Tank and Stryker Family of Vehicles Operator and Maintenance new equipment training and fielding teams.

Abrams New Equipment Training Team Project Manager: Project Manager for multi-year, $8M cost plus fixed fee contract to support M1A1 and M1A2 tanks at Fort Hood, TX. Trained 40 tank units and 4,000 Soldiers. Conduct contract modifications as needed to add units and revise fielding schedule as directed by the contracting officer representative and program office’s direction.

Stryker New Equipment Training Team Project Manager: Project Manager for multi-year, $18M cost plus fixed fee contract to support the Stryker Family of Vehicles at Fort Lewis, WA. Trained Stryker 5,000

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Career History & Accomplishments (cont’d)

Soldiers. Conduct contract modifications as needed to add units and revise fielding schedule as directed by the contracting officer representative and program office’s direction.

Maintenance Supervisor/Production Scheduler, GST Steel, 1999-2001. Led skilled trades including electricians, millwrights, riggers, welders and pipe fitters at steel mill with two electric arc furnaces, a continuous caster, overhead cranes and other equipment:

Managed maintenance and production planning for GST Steel. Recruited to Maintenance General Supervisor & Production Planner after Army service. Managed a shift of multiple direct reports consisting of of millwrights, mechanics, welders and pipefitters for steel mill producing from 18-22 heats per day. Reduced costs through improved planning and maintenance.

US Army and US Army Reserve: Served as an Active Duty Army Officer from 1986 to 1999. Active duty positions included Platoon Leader, Company XO, Company Command, Battalion and Brigade Operations Officer, and US Army Test and Evaluation Officer (see below). Served in the United States Army Reserve from 1999 to 2017. Reserve duty positions include Battalion and Brigade Operations Officer, Battalion XO, Battalion Command, and Deputy Brigade Commander. Mobilized to support the Global War on Terror from 2003 - 2004 (Battalion and Brigade Operations Officer); 2009 – 2010 (Infantry Basic Training Battalion Commander); and 2014 (Office of the Chief, Army Reserve).

Mobilized Reserve: 1st Battalion, 330th Regiment, Battalion Commander: Battalion Commander for an Infantry One Station Unit Training Battalion mobilized to Fort Benning, GA. Responsible for over $40 M in facilities and equipment. Led a cadre of over 120 Soldiers and Civilians. Trained over 5,000 Infantry Soldiers as an integral part of the 198th Brigade at the Maneuver Center of Excellence (MCOE) at Fort Benning, GA.

Active Duty: US Army Test and Evaluation Command (ATEC): Test and Evaluation Program manager for over 50 Army Acquisition Category (ACAT) I and IV programs. ACAT I programs included the Bradley Operation Desert Storm test and evaluation effort. ACAT IV programs included the M240 Medium Machinegun; Anti-Tank Weapons; Close Combat Optics; directed energy weapons, Objective Integrated Combat Weapon (OICW), directed energy weapons, and Soldier Enhancement Programs. Led Test Integration Working Groups (TIWGS), Test Readiness Reviews (TRR), and managed test data for developmental and operational tests. Supported Multi-Service Test and Evaluation. Evaluated Operational Effectiveness and Suitability and developed production recommendations to support Low Rate and Full Rate Production for programs valued at over $100M.

Education: Received an MBA from the University of Phoenix, an MA degree in History from Louisiana State University and a BA degree in History from The Citadel. Certified Project Management Professional (PMP) with Project Management Graduate Certificate from Walsh College. Six Sigma trained.

Personal: Married, one child.

References: A list of knowledgeable personal and professional references can be made available.

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