Energy - Supply Chain - Logistics - Operations - Procurement -

Paul G. Bedich, CPM

South Lyon, MI ***** 313-***-**** *******@*****.***

https://www.linkedin.com/in/paul-g-bedich-cpm-3b646b14b/

Energy, Procurement, Materials, Logistics, Program, and Operations Seasoned Professional

Global Contracts / Negotiations / Strategic Planning / Product Launches / Program Management/ Sourcing / ISO-9001 QIP /PSO / PPAP / Analysis / Forecasts / TS-16949 / SAP (MM, PP, SRM - Modules) / Reports / Dashboards / Ariba / TQM / Scorecards / VAT / ERP / MRP / Brokering / MRO / Production / Inventory Control /P3 / Supplier Development

High performance and detailed professional who manages the flow of goods and services, including the logistics, movement, and storage of raw materials, finished products and work-in-process inventory for effective use at facility/ manufacturing/assembly plant. Creates net value, builds competitive infrastructure and teams, leverages worldwide logistics, incorporates risk mitigation in sourcing and decision making, synchronizes supply with demand, and measures performance globally to reduce waste, save costs and improve operational efficiencies and quality. Monitors and scorecards procedures for highest possible quality outcome.

Exceptional ability to successfully lead the most critical organizations to profitability and strategic plan success. Manages business daily and improving production through creative solutions. Results driven leadership, bringing successes faster than expected. Experienced in analyzing business and operational needs toward aligning resources for exceptional and optimal productivity gains.

Selected achievements include:

Standardized and streamlined operations, procurement, and supply chain sources

Identified and seized sourcing and reassignment opportunities to cut costs and improve efficiencies

Aligned domestic and international procurement to support strategic goals

Solved complex, global logistical hurdles to meet ambitious cost and schedule requirements

Consolidated functions and processes to cut delivery, time, and system costs

Increased infrastructure and manpower performance to launch products successfully

Managed all modes of transportation, scheduling, delivery, quality, operations, and support functions

Met or exceeded all assigned performance goals, including stretch goals every year

Mastery of Negotiations, Team Building, Departmental Compliance, Managerial Success and Staff Development

Sexton, Owner/Operator Small Residential Decks Building, Int/Ext Painting, Roofing company – 4 to 9 member crew

Education: MBA, Marketing / Finance, Wayne State University. BS, Petroleum Engineering, West Virginia University.

Certifications: Certified Purchasing Manager (CPM), Institute for Supply Management. Certified Negotiator, Watershed Associates and Negotiating Edge. Transactional Greenbelt, Shainin Red X. Quality QS-9000, MQAS (SQDCM), ISO-9001, ISO-14001, ISO/TS-16949, TESQA, CQAS certifications.

Career History & Selected Accomplishments

Advance Product Procurement Manager

Marquardt Electronic Components Group – December 2021 to present (contract)

Responsible for project purchasing and leading the department (3 in US, 1in Mexico), identifying and fostering supplier development. Manage purchasing activities in line with local targets and Germany led purchasing strategies and processes. Ensure new projects meet cost targets and project timelines. Assist in supplier negotiations for best pricing and service, and qualification of new suppliers.

Sr. Utilities Procurement Engineer

Mastronardi Produce – September 2020 to November 2021

Selected for this unprecedented job to procure all utilities for 18 North American sites (independent Farms, packaging, and logistic centers) for a $70M buy. Innovated, synergized, and standardized reports to reflect energy price risk exposure and impact on EBITA. Using my vast, rich relationships expanded the competitive supplier base for each location. Created 127 long hedge strategy, processes, and procedures. Contracted with Demand Response/Load Shedding for six sties/5 states resulting in $600k revenue/year.

Paul Bedich Work Experience Continued……. Page 2

Supply Chain, Operations, Energy and Construction Services Consulting

ApEAL - October 2019 to Present (Owner/Operator – Freelance)

Relevant and strategic advice for procurement, operational improvements, business development, contracts and negotiations for clients in services, capital equipment, MRO, raw materials, operations, utilities, in manufacturing, transportation, food industries.

Director of Operations

Aetna Bearing Manufacturing & Assembly Company – July 2019 to September 2019

Managed 17 hourly workforce (hiring, training, staffing, wages, hours) and 3 direct reports (scheduling supply manger, industrial engineer, production control), supporting their performance goals for all manufacturing operations (10 hr day, 6 day wk), making 287 parts from 916 pieces/SKUs and ships 567k boxes/year. Responsible for labor, productivity, quality, safety, purchasing and supply issues shared at daily meetings. Identify value stream and removal or adjust non-value add tasks in each process areas of operations, systems covering information flow, processes redesign, executive reporting. Ensure safe OSHA compliance, efficiencies, seeking and implementing improvements in all areas of plant operations. Manage budget spend, approved invoices, monitor production KPIs and capital initiatives. Refined and managed the US/China Supply Chain.

Improve throughput by analyzing assembly line layouts and methods, workflow, change-overs, tools and machinery maintenance.

Implemented Lean Manufacturing, Critical Reasoning, and Six Sigma tools in preparing feasibility studies, and rationalize costs.

Determined ideal product handling and storage requirements, develop, implement, enforce and evaluate policies, procedures, and processes for receiving product, equipment utilization, inventory management and shipping as well as employee attendance.

Director – Procurement & Sourcing

Independent Barely & Malt - November 2017 to June 2019

Created, developed, established, and maintain world class, comprehensive start-up supply chain department (material management, logistics, purchasing) with robust processes for maximum uptime to ensure contracts are fulfilled. Strategically responsible for supplier relationships covering procurement of grains (malt, barely, corn), raw materials, supplies, capital equipment, energy, utilities, and services with $43M annual spend. As Program Manager, scheduled construction of a $210M greenfield complex with of 320k sq.ft. facility and 175 MW combined-cycle natural gas powerplant ensuring regulation (air, water, etc.) compliance. Responsible for all stakeholder communications on supplier issues, leading all supplier negotiations and performance discussions. Generate commodity strategies, procedures, policies, (lease/buy) to optimize equipment utilization and reduce need for additional working capital. Lead and manage team providing goals and objectives, performance feedback, and coaching/mentoring to ensure yearly cost savings and desired results. Lead feasibility projects for CNG fuel and Electric vehicle charging stations, solar panels, railroad offloading program.

As Logistics Manager accountable for inbound/outbound truckload (600/year), LTL, ocean, and rail moves emphasizing on-time shipping/receiving to support a 45,000 ton Barley and Malt facility with $55M annual sales.

Represent Supply Chain interest to support and facilitate a cross-functional team in the selection process of MRP and ERP systems using purchase order, accounting, material order generation, inventory release processes

As Materials Manager plan and analyze proper inventory levels of finished goods, components and raw materials, manage the scheduling and forecasting using lean principles.

Director of Procurement and Supply (P&S)

Corrigan Oil - March 2015 to September 2017

Created, developed, established and managed a start-up P&S department. Wrote and implemented policies, procedures and risk management rules. Set sourcing standards. Hired, trained, and mentored a team of three agents procuring materials, services, logistics and MRO at 11 facilities. Controlled fuel, merchandise, lube, and residential and BBQ propane contracts for 50+ convenience stores.

Restructure work load, saving $1M in overhead expenses. 90+ employees had credit cards for purchases; led to duplicated efforts and overspending. Created department purchasing controls, eliminated infighting, and removed excess inventory. Saved time and operations improved due to refocusing of their core responsibilities. Created internal logistics standards.

Created commodity strategies, leveraged volume buys, saving $600k/yearly. Observed purchasing was reactive. Introduced competitive bids to capture savings. Created mission, vision and purpose statements, guiding principles, value document.

Established ISO 9001 expectation and standards. Certification required supplier risk management process. Developed, implemented and managed the record and database needs for the supply base. Led cross-functional team and created categorical, key, core and transactional segments. Instituted KPI and QBR with the suppliers. Auditors said that mitigation plan was stellar, and ensured delivery was met.

Paul Bedich Work Experience Continued……. Page 3

Energy, Fuel, Signage Procurement Specialist / Economic Roundtable Member

FCA USA LLC - November 2004 to February 2015

Responsible for $450M buy in natural gas, electricity, and renewable energy supplies. Revamped all processes with significant modernization for 85+ locations in 18 states that assemble, manufacture and stamp automotive parts including MOPAR warehouses. Participated in regulatory affairs for five States and Canada. Directed each area to meet company’s five-year strategic plan. Assigned workload for Advanced Product Procurement (APP) for stampings/powertrain and Asset Sales of corporate discarded assets.

Consolidated purchasing processes of Daimler Benz, Fiat Chrysler. Massive merger had each company buying signage, fuel, utilities and energy. Championed the need to centralize purchasing. Assigned role as lead buyer for each global area, plus Case NewHolland. Challenged suppliers to centralize functions. Exceeded corporate savings goal by 20% and stretch goal by 7%.

Reduced escrow demands from $6M to $1.7M. With bankruptcy, suppliers demanded escrow accounts. Had to remove the issue in 45 days. Settled 65 utility court injunctions by energy suppliers via prioritizing and learning legal, regulatory and supply needs.

Formed inaugural Sustainability team with solar canopies, Renewable Energy Credits and CNG fuel purchases for carbon offsets.

Aligned fuel and energy purchases with low demand pricing. Studied markets for timing, met with suppliers and devised optimal time bid strategy. Set treasury, plants and finance department support to secure financial and physical hedge for buying future fuel contracts. Designed and gained Delegation of Approval up to Company Officer. Secured 20% cost savings in each area.

Building Closing Crisis Averted. FCA HQ had a supply side breaker fail. Joined team for a synchronized design and plan for complete power-down and reenergize the system thus preventing building shutdown and $5.4M in cost avoidance.

Program Management Executive

DaimlerChrysler – June 2000 to October 2004

Managed the sourcing, brokering and purchasing of vehicle components between NAFTA OEMs and suppliers in Austria, Venezuela, Argentina, India, Egypt and South Africa. Negotiated contracts to ensure localization plans exceeded the government’s requirements, including VAT (value added tax), customs, service, tariffs, and sales taxes. Kept supply chain within budget Participated in Total Quality Management (TQM), using APQP meetings. Incorporated PSO and PPAP approval techniques to validate vehicle parts manufactured at multiple plants. Controlled team of five international employees and $324M budget.

Developed global production and logistics plan to support pilot builds in the US. Procurement, logistics and customs procedure did not exist for global affiliates. Special purchase order and logistics issues grew, jeopardizing launches. Lead international teams to generate a flexible procedure. Established communications, estimating and supplier performance rating systems.

Completed proof of concept vehicle that led to new product line. Egyptian Army wanted a vehicle to carry a gun turret and longitudinal seating. Led cross-functional manufacturing, engineering, and finance team to making a 2-door Jeep longer. Eliminated critical issues, set program definition, and developed local sourcing for parts. It became the 4-door Wrangler.

Maximized sourcing 18% YoY for $152M in savings. South Africa uses duty offsets for in-country vehicle components. Appointed to deliver opportunity. Created duty offset sourcing program. Increased bids and increased duty offset by 32%, $30M in sourcing.

Timing Planning and Inventory Control Manager – Toledo Assembly Complex

DaimlerChrysler - October 1998 to May 2000

Led a production control team responsible for inventory management, change control, audit compliance, record accuracy, and daily reporting to corporate headquarters and Service Part follow up. Oversaw production scheduling for 1,600 vehicles completed per day at two plants. Controlled provisioning of dealership service parts. Determined current and future staffing needs for a six day, two shift operation that supplied 3,500 parts for daily production. Led six direct and 142 indirect employees including UAW and salaried bargaining unit associates while controlling a $480M budget. Responsible for 1,200 inbound and outbound trailer moves per day.

International Logistics Specialist

Chrysler Corporation - February 1994 to September 1998

Appointed new job. Provided logistics and operational management for all global moves by intermodal, rail, ocean, UPS, DHL, truckload and LTL. Managed complex inventory, CKD and cross dock processing and shipping. Implemented geo-ship controls to lower system cost of inbound truck-load freight movements for 250 suppliers. Developed door to door logistic cost analysis for company operations in 11 countries. Supervised team of six and managed $142M budget.

Buyer to Senior Buyer

Chrysler Motors - January 1987 to January 1994

Award winning for implementing capital equipment matrix to make new minivan. Bought all robots, capital equipment (CapEx) for paint booth, assembly, and pilot for new model launches. Additionally, responsible for the purchase of equipment, check fixtures, and glass furnaces, for two glass plants, and tooling, engine tooling/machinery, axle forming for two plants. Led the new process for ACUSTAR and purchased all injection molding equipment for bumpers, lens, cockpits, cladding, interior and exterior parts. Purchased presses, stampings, dies, punches/buttons. Bought Catalog Purchasing for Tool Stores / MRO and Forklift repair parts.

Contact this candidate