Supply Chain & Program Leadership Executive

Pavel Yanovsky

Bloomfield Hills, MI ***** 248-***-****

https://www.linkedin.com/in/pavel-yanovsky-pmp **.********@*********.***

Supply Chain and Program Management Leader

Focus on Multi-Cultural Relationships and Trust to Build Best-in-Class Teams

Versatile entrepreneurial-minded professional with over 25 years of global leadership in program, product, operational, and supply chain management, that drives on-time programs, operational efficiency, supply chain optimization, and Inventory reductions. Manage P&L through outstanding business acumen coupled with strategic planning. Proficient in building and leading productive teams within matrix organizations, through servant leadership, conflict management and mentorship. Demonstrated success of serving as voice of customers to meet and exceed customer and stakeholder expectations.

Program/Project/Product Management Operations Management Business Plan/Cost Management

Contract Management Supply Chain/Logistics Management Cross Functional/Matrix Organization Team Management Value Stream Mapping Continuous Improvement PMP LRP CI KPI Management Team Development Leadership Mentoring/Coaching MRP/ERP

Professional Experience

MEKRA LANG Feb 2025 – Jun 2025

Director of Supply Chain Management NA

Managed and director supply chain, operations and purchasing functions for a multi-site NA division. Provided leadership to cross-functional teams. Established CI activities for production uplift and improved efficiency. Re-organized the supply chain function to serve regionally and not locally.

Implemented a level-load manufacturing system, through the use of MRP/ERP, planning and production controls/tools (increased throughput and efficiency 17%)

Established one raw material position (material sharing), to reduce inventory by 4.5M over 3 months

Implemented a material ordering process by aligning customer demand with production/planning execution (increased output 9%, reduced run time 11% and labor cost 23%)

Implemented a tariff/import strategy by consolidating overseas suppliers to reduce cost and improve delivery timing (13% cost reduction)

STANLEY BLACK & DECKER – SEF Industrial Systems Aug 2024 – Feb 2025

Sr. Global Project Manager – Supply Chain (Auto, Aero, IND)

Lead and partner with BU’s in driving global transformation initiatives to revitalize the business and create an enhanced platform for future growth. Providing oversight, intervention, and leadership to help drive financially based business decisions.

Partnered with Business Unit leaders to align and drive network planning (capacity/cost) decision making on product allocation and site selection – product type, volume, region, plant

Analyzed supply chain and developed lean strategies to drive sustainability & flexibility. Communicate risks and opportunities, implement operational mitigation plans

Conduct regular capacity reviews by plant to align with high mix/low volume product strategy.

Implemented a global manufacturing methodology for producing high variability/low-medium volume products through the use of MRP tools, customer orders, supplier contracts, and optimized inventory levels, while optimizing capacity efficiency.

KENDRION, Shelby, SC Mar 2024 – Aug 2024

Sr. Manager Supply Chain & Purchasing (consulting assignment)

Led and managed supply chain, operations and purchasing functions to establish and implement a transformation strategy. Establish new principles (CI) and processes to reduce supply chain timing, increase production planning and operational efficiency (level loading), and increase revenue.

Achieved an inventory reduction of 37% and Increased month over month revenue by 23%

Reduced incoming raw material supply by 33% and Improved production throughput by 27%

Eliminated all non-customer and customer driven order backlog

LEAR CORPORATION, Southfield, MI 2018 - 2023

Sr. Platform Manager (European & Asian OEMs)

Led team of five direct report program managers and six indirect reports to manage global program launches. Established program financial and strategic goals. Executed organizational requirements for PMO processes and procedures. Regularly reviewed program financials, milestones, supplier selection/readiness Bridged internal and external customers on program status, challenges, opportunities, and deliverables. Drove team development and growth, through internal and cross-functional mentoring and coaching.

Launched 16 new programs/MCAs under budget and on time, by fostering alignment of cross functional teams and customers on key deliverables, milestones, and timing

Recovered $3.9M in premium costs and overruns, through tenacious attention to program review and negotiations related to delivery requirements, scope-creep, and one-off requests

Received CEO’s award for “For Going Above and Beyond”, by managing a vertical supply chain and production plants to resolve stake holder production and delivery issues, by optimizing manufacturing of high variability product and meeting objectives for global supply chain, during the COVID epidemic

Directly managed multi-tiered, global EV program with extended investments, complex development, high complexity medium to low volume, that was recognized for “Best Launch Program”

Fostered promotion of 4 direct and 3 cross functional team members, through mentorship and coaching in an environment of continued growth, inclusion, and teamwork

FAURECIA USA, Auburn Hills, MI 2014 - 2017

Director, Program Management CVE (FCM NAO) 2015 – 2017

Directed and led 7 Program Managers within global matrix environment for $2B Commercial Vehicle Business Unit for on-road and off-road platforms, to ensure on-time and on-budget customer launches. Established program financial and P&L objectives, managed supplier selection, negotiated supplier pricing, and operational strategy for high variability low, medium, high-volume production. Chaired regular global cross-functional program reviews with Finance, Sales, Purchasing, Engineering, and Operations. Resolved program issues/conflicts with suppliers, customers, and internal teams. Performed LRP planning for current, new and acquisition business, by assessing plant capacity/efficiency, investment customer demand, and market conditions. Managed overall external and internal (PC&L) supply-chain for the BU.

Achieved 31% revenue increase, by applying more in-depth operational efficiency of program’s financials, design, process/quality, and timing targets

Achieved 17% material cost reduction and 23% VM increase, by working directly with engineering, purchasing, and operations to reduce material and labor costs, implemented a more efficient supply chain strategy (level loading production)

Defined and implemented supply chain and logistics process (SAP, MRP/ERP, EDI) by managing a cross functional team comprised of IT, engineering, manufacturing, purchasing and logistics/supply-chain

Achieved 7% OI increase, by managing business unit P&L in launching 3 major and 6 minor programs

Serial Life Product Manager - Nissan seating 2014 - 2015

Team leader and single point-of-contact for $600M OEM seating program. Developed and implemented platform P&L goals. Managed supplier VA/VE and negotiated pricing. Led 6 direct reports and extended team members. Conducted program reviews for contract adhesion, manufacturing, VA/VE cost reduction.

Achieved 23% P&L improvement through VA/VE, CI, and lean principles, without sacrificing performance or customer satisfaction

Achieved 11% OI and 18% VM increase, by managing purchasing, engineering, and operations to identify cost reduction opportunities, implementing level loaded supply chain/production methodology

Additional Relevant Experience

ECODUEL, Beaufort, SC

Director Program Management & Procurement (consulting assignment)

Implemented program management and procurement functions for Dual Fuel Natural Gas System

EBERSPACHER, Novi, MI

Commercial Vehicle Sr. Program Manager

Managed key global program matrix team that executed launch of three technologically advanced exhaust systems for Heavy Duty Class 8 trucks and Off-Road high variability low volume seasonal vehicles, each containing “SCR/DPF” system. This included defining program KPIs and financial goals, creating and implementing program milestones, managing VAVE/ECNs, establishing a production methodology for consistent, repeatable and efficient processes.

Launched all 3 programs six months prior to SOP, while reducing budget targets 35%, increasing profitability 50%, and attaining quality level of less than 90 PPM

Received Volvo Global Strategic Supplier Award, and recognized at senior leadership level, for successfully collaborating with customer team to achieve flawless launch

In response to Japan earthquake/tsunami, led team to identify and implement a new supplier, supply chain/logistics, and production planning for critical part that had been produced in Japan

PANGEA AUTO LEATHER (Formerly GST, Seton), Troy, MI

Director of Materials (Americas)

Led 16-member team to negotiate supplier contracts, material deliveries, and customer schedules

Utilized a level-loaded production process to improve, on-time delivery 30%, reduced raw materials 66%

Global Program Manager

Managed global programs valued at $900M. Utilized CI to drive profitability.

Commercial Systems Manager

Led 15 direct reports managing all customer activities. Developed global LRP. Reduce premium costs by 95% ($4.7MM to $245K)

Education

Bachelor of Science (B.S.), Accounting and Finance, Oakland University, Rochester, MI

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