VP Purchasing Program Manufacturing In Detroit MI Resume James Cristiano

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JAMES J. CRISTIANO, P.E.

[email protected] T: 248-344-8933 M: 313-418-7561 Northville, MI 48168

VP PURCHASING | SUPPLY CHAIN
Performance-focused executive with domestic and international supply chain experience. Outstanding leadership, program and team building skills with ability to foster collaborations, improve processes, and drive stakeholder value. Deliver exceptional results and cost-effective solutions through aggressive negotiations with new and existing suppliers, outsourcing, and leading cross-functional global teams. Catalyst for change, growth, and best-inclass supply change performance. Achieve business objectives through passion, commitment, and expertise in: Core Qualifications  Quality Control | Assurance  Process Improvement/Re-engineering  Training | Development  Purchasing  Strategic Planning  Program Management  Cost Control | Reduction  Team Leadership  Product Launch

Executive Performance
Tower Defense & Aerospace, LLC, (TDA) Detroit, MI 2011–Current Manufacturer of fabrications, heavy duty metal assemblies and large aerospace tooling. Tower purchased the assets of W-Industries, which was on the verge of bankruptcy. Director Purchasing | Engineering (Engineering added January 2013) Established current purchasing practices, disciplines and strategies into TDA. A leader in the cultural change from a small, privately owned, job shop mentality to that of a large, publically owned SO-X compliant low volume serial production facility.  Overhauled the purchasing department and its interactions with the other functional groups within TDA. o Created a commodity purchasing activity to work closely with the estimating department o Revised the program purchasing group to enable their ability to manage supplier readiness and supply of components and materials to beat program targets. o Integrated the supplier quality function into the purchasing group as an extension of the activity. o Partnered with engineering and manufacturing to ensure actions to change the business were complementary and synchronized. o Rebuilt the supply base which was hostile to the previous owner / management. Leader of material cost reduction teams that achieved over 5% annual savings, including European steel plate importation which was recognized as a corporate global best practice. Launched a commodity strategy process across areas of major demand, addressing the need for outsourcing supplier partners due to current capacity issues, cost savings and to leverage processes that do not reside in-house. This resulted in TDA winning two major customer award packages. Executive sponsor of the successful launch of EAM (indirect purchasing IT system), QAD (production MRP IT system), implementing engineering and business processes new to the organization.

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Cristiano Consulting, Northville, MI 2010 – 2011 Global Sourcing and Supply Chain Executive Consultant Consultant - Developed and conducted a “Supplier Fair” on behalf of Wayne County, MI (March 2010). Division Manager Purchasing 10 month engagement at a major steel mill that had no purchasing manager for over 3 years. (June 2010 – March 2011)    Successfully re-established purchasing procedures, discipline and integration into the business. Lead creation of a central managed warehouse operation to control spend and critical part availability, reducing inventory levels from $120 million to $105 million, with plans to achieve the $80 million target. Converted steel mill integrated supplier service contracts from monthly fixed to production based variable cost per ton of steel produced. Renegotiated LTA’s to include updated service levels in order to better control costs, improve service and response time.

JAMES J. CRISTIANO, P.E.
Tecumseh Products Company, Ann Arbor, MI

Page 2 of 4 2008–2009

$1B full-line, independent, global manufacturer of heat pumps, and hermetically sealed compressors for residential and commercial refrigerators, freezers, water coolers, dehumidifiers, and air conditioning units. Vice President Global Supply Provided leadership for 7-member staff and created single global purchasing organization with $500M annual spend from 9 regional purchasing organizations in North America, Brazil, India and France and established purchasing and supplier quality organizations in China, Eastern Europe and Mexico.   Delivered $12M+ savings by upgrading corporate purchasing & supplier quality functions, launching tools to promote global purchasing / supplier quality coordination, & initiating global purchasing directors’ meetings. Reduced vertical integration levels 10% by outsourcing non-core manufacturing to lower-cost suppliers to support high-mix manufacturing, precision machining, finishing, and assembly requirements. 2000–2007

Visteon Corporation, Van Buren Twp., MI

Global automotive OEM that designs and supplies components, systems, and modules for interiors, climate systems, electronics, lighting and powertrain products that produce $17B in annual sales. Director Strategic Purchasing (2006–2007) Managed 10-member European/American staff and $650M annual spend for global purchasing of chassis, powertrain components, and systems.  Created 2007–2009 global purchasing strategy, including operations in China, Mexico, and Central Europe that led to migration of 80+ positions over 2 years from high-cost to low-cost countries saving more than $6M in wages. Brought new staff up to speed quickly by mentoring multiple purchasing directors and VP of climate purchasing, all either new to Visteon or new to purchasing functions. Led separation activities for purchasing & supplier quality between Visteon and Automotive Components Holding (ACH), a new $10 billion spin-off organization using a shared services business model that delivered zero disruption to customers or suppliers.

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Director Purchasing Program Management (2002–2005) Led 134-member organization through 9-member staff and $1B+ annual spend for successful supplier launches of company’s entire product line.    Averaged 3%–4% annual cost/avoidance savings by establishing advanced purchasing group to coordinate globally new business program pursuit activities with sales, engineering, manufacturing, and quality. Supported 15+ buyer-led six-sigma green belt teams identifying office process opportunities to develop Kaizen events to enhance personal development and encourage more proactive behavior. Increased first time progress through review gates from 42% to 88% in 2 ½ years by establishing materials management program, acknowledged for its leadership and effectiveness to review disciplines.

Associate Director Commodity Purchasing (2000–2002) Co-developed centralized organization to leverage $9B annual spend across 23 independent SBUs and established supplier program management function that received approval and global adoption. Directed 28member organization for $1.75 Billion annual spend purchasing commodities and services.  Exceeded budgeted savings target by $10M after initiating deep-dive analysis with buyers, finance, and engineering to overcome $25M budget shortfall.  Led creation of standardized purchasing practices, policies and tools that enabled SBUs to share information, analyze data, and develop actions to leverage the spend in each of their commodities.

JAMES J. CRISTIANO, P.E.
Becker Group International, Sterling Heights, MI

Page 3 of 4

1999–2000

Supplier of automotive interior trim components and systems with $600M in annual sales and integrated “extended enterprise” supplier with Johnson Controls, Inc. Vice President Purchasing Directed $300M in annual purchasing in support of manufacturing, drove cost reduction initiatives, represented program team, and consolidated suppliers.  Achieved 4% initial cost reduction by managing 60+ suppliers on behalf of Johnson Controls Inc., the lead supplier for injection molded interior automotive components and inserting Becker between JCI and their suppliers.  Averaged 10% cost savings by designing co-located manufacturing facilities to minimize packaging and logistics costs and optimize facility utilization.  Increased capacity utilization f rom 65% to more than 85% by closing 2 facilities to support both Becker’s and JCI’s future needs. 1994–1999

United Technologies Automotive, Dearborn, MI

$3B subsidiary of United Technologies, producing automotive components and systems for wiring, small motors, electrical distribution, and interiors. Purchasing Program Manager (1997–1999) Initiated and grew strategic / tactical purchasing group from 9 associates to 22 dedicated to supply chain integration on new program teams.  Developed design-change costing process that provided estimated costs within 4 hours, not-to-exceed costs within 24 hours, and firm costs within 72 hours of request.  Awarded $100M+ program after successful integration of supply chain with program management. Director Engineering (1994–1997) Grew BU from $40M to $90M in 2 years as leader of 17-member engineering team for product engineering, program management, and R&D for exterior mirrors and exterior trim component programs.  Achieved QS-9000 certification in 8 months vs. 18-month industry average by leading cross-departmental engineering team as the catalyst for creating and implementing practices, procedures, and systems.  Cut engineering staff attrition 50% by co-creating career development process with HR focused on company roles, primary & secondary skill sets, predecessor and successor positions for each role, and an assessment process to enable managers and staff to perform career planning. Ford Motor Company, Dearborn, MI 1993–1994

$140B automobile manufacturer, producing cars and trucks for mass transportation. Engineering Manager (1993-1994) 1997 FN10 (Mark VIII) seat system engineering manager. Led program management activities derived from Ford’s World Class Timing process. These included cost, investment, weight, safety and quality targets; budget management; and personnel development. Lead Engineer (1993) Lead seat engineer for the 1997 Expedition program, responsible for the third row seat, second row integral child seat, and supervision of the second and third row seat engineers.   Submitted eight invention disclosures, with one filed for patent. Instituted a product management team (PMT) structure that became the model for the other Expedition PMT’s.

JAMES J. CRISTIANO, P.E.
General Motors, Detroit, MI

Page 4 of 4

1982–1993

$160B automobile manufacturer, producing cars and trucks for mass transportation. Senior Buyer (1987 – 1993) Procurement for all future Mid-size Car Division vehicle programs. My procurement responsibilities included instrument panels, consoles, seats, carpeting, interior trim components, steering wheels, SMC components, full frontal air bag systems, stampings, chassis, suspension, and fuel systems.  Negotiated a 4-year, $130 million savings in air bag component pricing.  Participated in Creativity Teams (leading one), PICOS and Value Analysis workshops to aggressively pursue cost reduction without deterioration of quality or service.  Involved in vehicle development from pre-clay design through the start of production. Senior Supplier Quality Engineer (1984-1987) SPEAR survey representative – Conducted over 250 new and existing supplier site quality systems surveys.  Assisted suppliers in resolving system weaknesses and part manufacturing problems, and recommended corrective actions where applicable.  Taught SPC tools, concepts and problem solving techniques at supplier manufacturing sites.  Key member on the corporate committee that re-wrote GM’s quality guidelines for supplier performance expectations.  Established Cost of Quality program, Continuous Improvement, and Management Interaction Groups with multiple suppliers. Manufacturing Engineer (1982-1984)

EDUCATION / CERTIFICATION / PROFESSIONAL DEVELOPMENT
Master of Science in Manufacturing Management GMI ENGINEERING & MANAGEMENT INSTITUTE (NOW KETTERING UNIVERSITY), Flint, MI Bachelor of Mechanical Engineering GENERAL MOTORS INSTITUTE (NOW KETTERING UNIVERSITY), Flint, MI P.E., Professional Engineer, STATE OF MICHIGAN

Leadership Development Program, IESE BUSINESS SCHOOL, Barcelona, Spain Accelerated Leadership Program, IPADE / IESE BUSINESS SCHOOLS, Monterrey, Mexico

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