Jeremie Bernard

Aptiv Connection Systems ($3B – 30 manufacturing sites - 17,000 employees) - 10 product lines ranging from traditional connectors & terminals to complex electronics sub-assemblies. • Managed a $1.2B direct material budget spend with a team of 150+ employees (30 countries / 4 continents) for Connection Systems (Copper, Resin, Contracted Manufacturing, Cable, Electronics). • Improved annual material performance average by implementing an enterprise-wide focus on total cost reduction initiatives (weekly performance acceleration meetings). • Deployed an agile purchasing structure supporting all product lines & growing electronics requirements. • Outpaced new business equation needs by maintaining material % to sales ratio despite increasing Contract Manufacturing business model and unfavorable product mix. • Integrated new acquisitions and related products portfolio with incremental savings performance.

Delphi’s global procurement office that is directing all sourcing activities (direct and indirect). • Directed a team of 15 Global Category Managers (7 countries / 3 continents) for a $1.4B budget spend accountability (Aluminum, Casting, Forging, Machining, Stamping, Assemblies, Rubber). • Successfully developed and implemented an emergency sufficiency plan in 6 months to meet the KPIs (net savings, suppliers localization, working capital improvement, suppliers full adherence to Code of Conduct and signed Terms & Conditions). • Reviewed & approved strategic plans / sourcing decisions for related categories and all divisions. • Established C-level relationships with key strategic suppliers through bi-annual Governance meetings.

Delphi Thermal Systems division is delivering heating, cooling and air conditioning systems, modules and components for automotive, residential and commercial markets. Divested to Mahle-Behr on July 1st 2015. • $300 M budget spend with 50+ employees in 7 countries • Improved yearly savings average despite unfavorable market economics impact. • Developed a contract-manufacturing agreement for the divestiture of a facility. • Restructured the organization and implemented adequate progression & succession plans. • Improved Supplier Quality performance (<1 ppm) by establishing Top 5 suppliers process reviews.

$200M cross-divisional budget spend for the Aluminum category (Rolled Product, Extrusion, Casting, Forging, Stamping, Forging, Heatsink, Heat Exchangers). • Deployed a Strategic Supplier Partnership approach (4 C’s) to ensure supply continuity and strengthen Delphi’s position on the aluminum market while the company was restructuring. • Developed and implemented aluminum exposure risks mitigation strategies through monthly market analysis (5 elements) and financial hedging recommendations to Treasury. • Managed raw materials business case development for new programs through cost/profit planning.

Heat Exchangers value stream ($80M – 10 direct reports). • Achieved 5% gross performance per year by developing stretch plan initiatives to mitigate economics. • Transferred 50% of the Annual Purchase Value to Best Cost Countries, offsetting economics impact. • Re-designed the procurement business model and strategy to foster the Product Line growth. • Developed “Cost-models” through in-depth analysis of the suppliers’ organizations and cost structures.

Metallic components ($150M – 6 direct reports) • Generated more than 6% net savings in average through workshops and global sourcing initiatives in new low-cost sources (China, South Korea, Russia and South Africa). • Deployed Lean enterprise workshops at key suppliers to improve performance plan by 30%. • Managed target costing approach to improve financial forecast accuracy to 98%.

Aluminum Flat Rolled and Extruded products, Metallic Assemblies and Tubing ($25M - 180 parts). • 6 to 8% net savings achievement per year through standard supplier selection and contract negotiation for advanced & serial production parts using Delphi Global Sourcing System (Benchmarking, Link & Leverage, Value Analysis/Value Engineering, Lean implementation).

ALSTOM Gas Turbines divested to GE on April 1st 1999 Buyer for « large welding mechanical parts » ($15M - 20 parts) in the Heavy Duty Gas Turbines department. • Market research and sourcing to Low Labor Cost Countries in East and South Europe, achieving 20% cost savings and 30% supply base reduction.

Industrial buyer for « Seat environment » components ($12M - 150 parts). • Negotiated international agreements achieving 25% annual savings through benchmarking. • Prepared ISO 9001 procedures and VDA 6.1 quality audits.