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Manager Plant

Clover, South Carolina, 29710, United States
September 16, 2019

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Charles Jeffrey Cain

**** ****** ***** ****

York, SC 29745



A proven leader that provides executive leadership for SUSTAINABLE CHANGE management strategies for direct, indirect procurement, supplier quality, supplier development and logistics. A champion of supplier quality, implementation of commercial agreements for products and services who builds strong stakeholder relationships. Focusing on the execution of strategic sourcing and communication tools used to provide a continued focus on delivering improved value propositions to the enterprise.


Cost Value Analysis

RED X Champion

Six Sigma Champion

Contract Negotiations and Implementation

Balance Score Implementation

Global Logistics Management

Global Best Cost Sourcing Strategies

Supplier Quality Initiatives

Import and Export Compliance

Make vs. Buy Analysis

Supplier Portfolio Analysis

Financial Statement Analysis

VMI and Consignment Programs

Working Capital Management

Supplier Risk Mitigation

German Language

Shop Floor Mgt. Purchasing

Statistical Probability Analysis


Schaeffler Group USA, Fort Mill, South Carolina 2010 - Current

The Schaeffler Group is a tier one global supplier to the automotive, industrial and aerospace markets. One of the world‘s leading manufacturers of bearings, engine and drivetrain components. The main brands of the Schaeffler Group are INA, FAG and LuK. Company revenues of approximately $3.0 Billion Euros in North America and $15 Billion Euros globally.

Director of Procurement Engine and Chassis NA: Production Material, Supplier Quality and Supplier Development

Global procurement leader for strategic development of Automotive, Industrial and Aerospace divisions for $650 Million in direct products. Integration of new product development to ensure both global and NA locations meet customer commitment and SOP dates.

Development of strategic procurement vision with a five-year face lift of the direct materials organization including personnel, processes/procedures and cost value management focusing on improving stakeholder relationships.

North America integration of supply on E-procurement platform for RFQ’s, EDI and document manager.

Execution of DPO improvement strategies of which improved by an average of ten days or 25% improvement.

Employee succession plan implemented and non-forced attrition reduced to zero in two years.

2018 annual direct material savings in region of -$23.0 Million or -3.0% in total for Schaeffler business units.

Sourcing boards implemented and utilized for new products as well as benchmarking purposes.

Developed resource and planning tools to support 15% year/year growth for 3 years

Strategic alignment of supplier pricing tied to market trends with correlations relative to long or short-term contracts aligned with our customer base pricing models.

Global alignment of purchasing best practices for strip steel, aluminum, powdered metal and wire/rod.

Supplier complaint reduction of -11% Yr./Yr. with development plan including assessment and VDA audit plan implementation.

Supplier cost recovery execution strategy improvement of 55% improved recovery rate yr./yr. and standardization.

Director of Procurement: North America Non-Production Material

Global procurement leader for strategic development of commodity strategies for $550M in indirect products and services. Integrated new products and program development to ensure they coalesce with manufacturing facilities within the North America.

Completed vision to transition to centralize purchasing in less than twenty-four months.

Initiated master service agreements, country participating agreements and overarching commodity strategies that realized -$9.4M or -2.9% in total cost savings or -65% better than budget for the NA region.

Incorporated a $125M capital appropriations strategy that critiqued our supply base to minimize our exposure, adhere to our PPAP timing and customer’s start of production dates for all facilities.

Collaborated with Human Resources to assume full responsibility of “White Commodities” in NA.

Setup center of excellence for non-production materials in Puebla, Mexico.

Negotiated all actuarial services and plans for Canadian and US locations.

Worked in unison with Chrysler and Toyota’s Procurement and sales to initiate a High Focus corporate strategy for Diversity Supplier Development (MBE) for NA to achieve target of >= 2.0% in thirty-six months.

Execution and implementation of DPO improvement activities of which improved DPO by an average of five days in 2013.

Consolidated Metco, Monroe, North Carolina 2005 - 2010

A diversified manufacturer of lightweight, low maintenance automotive wheel end solutions and components that enhance vehicle performance, improve fuel efficiency and increase payload capacity. Primarily serving the class 8 heavy truck and trailer O.E.M. markets. Company revenues of approximately $800M with seven global divisions.

Corporate Director of Procurement, Logistics and Supplier Quality

Champion of innovative corporate strategies and new program development for direct material procurement and logistics at all Consolidated Metco global locations. Full responsibility for synergies in procurement arena throughout all Amsted locations.

Implementation of long-term contractual agreements for proprietary raw material and components sourced from a global supply base with annual savings of -$5.2M or -2.1% in 2009.

Execution of corporate and plant level direct material strategies for all of North America SBU’s and joint ventures to ensure strategic alignment and operational excellence of the supply base.

Managing all corporate logistics tariffs for corporation for -$1.1M or -1.8% savings in 2009.

Developed business plans for horizontal and vertical growth strategies to support corporate direct material initiatives.

Global implementation and management thereof import-export compliance.

Developed internal KPI dashboards for executive staff for real time business updates.

Champion of new direct material products and program management for all new business in NA.

Alignment of supplier development policies and procedures to sustain zero PPM levels

Defined and documented warranty polices and procedure inherent to supplier and customers contractual agreements.

Imo Industries, Inc Monroe, North Carolina 2001 - 2005

A division of Danaher/Colfax Corporation that manufactures high performance industrial and commercial pumps for the elevator market and three screw pumps for naval combat and support ships. Company revenues of approximately $300M with five locations in North America and China.

Procurement and Supply Chain Manager

Innovator of strategic direction and process improvements for all plant procurement, operations and planning activities. Direct supervision of global receiving, warehousing, shipping and inventory control.

Served eighteen months as interim plant manager for Monroe, NC location responsible for sales and operations.

Reduced direct and indirect spend in one year by $612K or 1.3% through contract negotiations, kaizen events and cost benefits analysis.

Reduced inventory level from $5.1M to $3.4M or -33% in less than two years by implementation of Kanbans and JIT.

Implemented best cost country sourcing and logistics strategies to sustain a competitive advantage in markets where margin erosion was prevalent.

Set-up e-commerce business (P2P) for customers base who requested 24hr (Quick Serve) or same day shipments.

Developed inventory reduction road map and trained other procurement managers throughout other Danaher/Colfax locations on principles.

Value stream mapping, 5S and Kanban certified champion for value chain activities.

Faurecia, Fountain Inn, South Carolina 1999 - 2001

Faurecia is an automotive components supplier focusing on six core products lines for BMW and General Motors: cockpits, exhaust systems, acoustic package, doors, and front ends. Faurecia is the worlds leading manufacturer in all but one of these commodities. It is number two in acoustic packages and also holds the number two and three position in each of these categories worldwide. Company revenues of approximately $1.2 billion with multiple global locations.

Procurement and Logistics Manager

Champion of all warehousing activities, demand planning and Procurement activities of fifteen buyer/planners for tier 1 manufacturing supplier to BMW, General Motors and Saturn.

Implemented training programs for buyer/planners and staff on SAP Procurement and planning modules.

Executed regional outsourcing of direct material components for annual savings of -$3.5M for both X5 and Z4 programs.

Led planning team efforts to reduce days of supply inventory from forty days to seven days supply in house.

Created and enhanced business forecasting and should cost modeling tools for procurement and supply base.

Responsible for all direct material PPV, indirect and budget management of the Procurement organization.

Champion of logistics team that saved -$2.5M in annual freight spend via FTL, LTL and Intermodal contract negotiations.

Arvin Meritor, York, South Carolina 1987 - 1999

Rockwell International (ArvinMeritor, Inc.) is a premier global supplier of a broad range of integrated chassis solutions, brake modules and axle components to original equipment manufacturers of automotive, off-highway/on-highway heavy trucks and the aftermarket for the transportation and industrial sectors.

Senior Buyer

Managed in excess of $25 million per year in inventory purchases, inventory control and annual forecasting.

Identified sourcing opportunities to leverage supply base and standardize purchased components.

Champion of TS 16949 development and implementation team.

Consistently selected to lead manufacturing and procurement teams to improve efficiencies within organization.

Responsible for depletion of excess and obsolete inventory that freed up 30% of floor space for new business.

Execution of JIT delivery of material for Chrysler, Toyota, Mitsubishi and maintained a 4.6/5.0 rating through the Chrysler Smart System.

Championed strategy for increasing inventory turns from 10/yr to 21/yr in less than one year.


Wingate University, Masters of Business Administration (Magna Cum Laude) 2008 - 2010

Limestone College, Bachelor of Science in Business Management 1993 - 1997

York Technical College, Diploma in Engineering and Robotics 1984 - 1987


Certified Procurement Professional – American Procurement Society member # 122456

Current member of OEM Supplier Diversity Council

Institute for Supply Management participating member and advocate # 431289

German Language proficient

American Bearing Manufacturers Association

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