Eddie Hobson

• Supported the Vice President of Supply Chain Management in developing the department’s annual strategic priories. • Created and maintained company’s supply chain operating system and process playbook. • Led the development and rollout of IT initiatives improving KPI performance and reducing manpower. • Led the supply chain KPI development, monthly consolidation, and leadership reporting. • Developed standard plant supply chain labor model and associated standardized work documentation. • Managed the development, consolidation, and deployment of best practices and single point lessons globally. • Supported global manufacturing sites in implementing and maintaining AAM operating system standard processes. • Led the supply chain due diligence efforts in the acquisition of a new manufacturing site. • Interim supply chain business unit leader responsible for two manufacturing sites in North America. • Led the first phase approval process for global inventory budget submissions. • Led four corporate supply chain managers responsible for plant operations oversight and support.

• Supply chain lead for Nissan Titan launch: supplier readiness, capacity validation, and elements of APQP. • Managed team of nine engineers responsible for NPI, supplier capacity, and launch readiness. • Led weekly NNA supply chain risk meeting with Purchasing and SCM teams from Japan and Europe. • Managed and mitigated supply chain risks associated with current and future model vehicle programs. • Validated supplier run at rate performance and approved corrective action plans. • Trained suppliers on Nissan launch requirements, supply chain processes, and Titan vehicle program expectations.

• Directed all production control, planning, and material handling activities. • Led team of 58 employees (eight salaried and 50 hourly employees). • Managed $4,000,000 labor budget and $3,000,000 freight budget. • Developed and launched a new material flow marketplace and small lot delivery strategy. • Implemented new dock safety procedures for safe loading and unloading. • Improved department processes to ensure adherence to SOX requirements.

• Oversaw all material planning and material handling activities in high-volume, 1,100,000 square-foot facility. • Led team of 98 employees (two managers, 22 salaried employees, and 74 UAW employees). • Managed $8,000,000 labor and overhead budget and $5,600,000 freight budget. • Managed 160 suppliers and maintained over 30 inventory turns. • Reduced material handling downtime by 90%. • Improved Ford six-month weighted delivery rating to 98.7/100.

• Managed procurement, scheduling, distribution, SOX, packaging, material flow, and cycle program. • Managed production planning and distribution of 30,000 units daily. • Reduced inbound and outbound premium freight by $1,000,000. • Improved net cycle performance by 80% between 2008 and 2010. • Implemented FMEA’s for all job functions resulting in improved process integrity and performance.

• Managed daily scheduling of 35 work centers supporting 25 customer sites. • Supervised four salaried employees (three master schedulers and one distribution analyst). • Improved Ford six-month weighted delivery rating from 72 to 90. • Decreased premium freight occurrences by 43% in 2005. • Implemented a cross functional weekly production planning review process.

• Coached two Powertrain plants in lean material flow concepts. • Utilized material flow expertise to develop robust pull systems, visual controls, inventory reductions, line of site management, improved part presentation, "Right Sized" packaging, improved floor space utilization, and increased employee involvement.