Jeffrey Collins

Jeffrey Collins

Objective

Professional Objective

Lead a purchasing organization in a firm that will best utilize my commodity strategy development, global sourcing, organizational change management, and internal customer and external supplier relationship management skills and experiences to reduce total cost and improve supplier quality and delivery performance.

Summary

PROFESSIONAL OVERVIEW

Extensive Purchasing and Supply Chain Leadership Experience

·Led purchasing organizations responsible for global direct ( raw materials, engineered parts ), indirect ( machinery and equipment, services, IT, MRO ) and transportation / logistics commodity buys.

·Directed global staff departments responsible for supplier development and quality, commercial policies and procedures, strategic / business planning, and continuous improvement ( Six Sigma ).

·Successfully managed purchasing organizations in globally-distributed and highly matrixed companies with annual spends up to $4.7 Billion and with up to 600 supply chain personnel.

Believe Purchasing can best represent the firm and its suppliers by leading cross-functional teams in the development of commodity-specific strategies and then aligning the consensed strategies and performance targets with suppliers through integrated business planning.

Innovative Problem Solver

·Achieved operational efficiencies of 20 – 40% through re-engineering, outsourcing and by assigning transactional work to offices in Low Cost Countries ( LCCs ).

·Pioneered purchasing and financial settlement outsourcing; Designed, launched and led four outsourced purchasing and financial settlement companies responsible for IT, Contract Personnel, Maintenance, Repair and Operating Supplies ( MRO ) and low value order processing.

·Entrepreneurial / small business insight gained by establishing and managing all aspects of a purchasing, supply chain and e-procurement consulting practice.

Believe in value chain analysis, viewing design as a variable, waste elimination, process re-engineering and outsourcing as tools to reduce cost and improve quality and speed to market.

Change Agent

·Launched and led a major, company-wide organizational change project designed to deliver bottom line efficiencies by establishing collaborative working practices with suppliers, internal functions, and external customers ( Extended Lean Enterprise ).

·Developed and implemented data-driven processes to integrate Purchasing activities and business planning with Engineering, Manufacturing, Finance and with external suppliers.

To be most effective and sustainable, I believe world-class processes must be complemented with consistent behaviors.

Internal / External Relationship Manager and Negotiator

·Win-win synergies achieved with suppliers through collaborative business practices and behaviors.

·Positive relations with internal functions and businesses maintained through frequent, data-driven communications that demonstrate contributions to shared objectives and the bottom line.

Believe in the bottom line value of positive working relationships with both suppliers and internal activities.

Leader / Teacher

·Career-long corporate / functional recruiter; Training and mentoring are professional strengths.

·Recipient of the President’s Excellence in Leadership and Customer-Driven Quality Awards.

Work History

Work History

Business Advisor

U. S. Government

UNITED STATES GOVERNMENT, Swaziland, southern Africa1973-1975

Business Advisor, U.S. Peace Corps

Organized and launched a government-sponsored wholesale distributing company.

Global Purchasing Director

Ford Motor Company

FORD MOTOR COMPANY, Dearborn, MI1976-2000

Global vehicle and component manufacturer with annual sales of $165 Billion and 280,000 employees.

Global Purchasing Director, Transportation1998-2000

Directed $4.7 Billion global transportation procurement for both inbound parts and outbound vehicles.

·Achieved total cost savings of 6 - 15% per year by creating a Value Management module to identify and eliminate process inefficiencies, and through negotiation.

Director, Advance Purchasing and New Markets Planning1996-1998

Established trade pact-focused organization to manage the primary purchasing interfaces with global joint ventures ( ex. Thailand, Russia ) and affiliated companies ( ex. South Africa, Taiwan ).

·Designed and led the Global Market Testing and Complementation processes that identified the most appropriate components for local market sourcing and cross program profitability.

Global Purchasing Director, Indirect Materials1995-1996

Directed the activities of Ford’s $3.5 Billion global indirect purchasing organization.

·Improved the strategic focus of Ford purchasing personnel by creating, launching and managing an outsourced purchasing and financial settlement company ( IMPACT ).

Ford 2000 Transition Team – Facilities, Materials and Services1994

Major contributor to the highly acclaimed, strategic team that developed the principles, processes, roles and responsibilities and organizational structure for Ford’s global purchasing function.

FORD MOTOR COMPANY (continued)

Manager, Metals, Engineering and Contract Personnel1994

Directed the $2.3 Billion annual procurement of all metals, engineering / prototype services and on-site agency personnel for Ford’s North American Automotive Operations.

·Designed and launched an outsourced purchasing company ( PeopleNet ) to manage agency personnel, consulting and training contracts for Ford and Tier #1 suppliers.

Manager, Information Technology, Construction and Equipment1991-1994

Managed the centralized procurement of Ford’s $2.1 Billion computer, communications, construction and contract labor requirements, as well as the sale of capital assets.

·Designed and launched an outsourced purchasing company ( SNAPP ) to buy Ford’s $800 Million computer hardware and software requirements at 10% lower total cost and with substantially higher internal customer satisfaction. Pioneered electronic order fulfillment tracking.

Manager, Supplier Quality, Relations and Analysis1990-1991

Developed, implemented and administered global supplier quality ( Q1 / Total Quality

Excellence ), Purchasing policies and procedures, and supply base management initiatives.

Manager, Procurement Planning Department1987-1990

Directed, developed and controlled procurement planning for domestic and foreign vehicle programs for Ford’s North American Automotive Operations.Managed 75-person department.

·Improved new program launch performance by establishing frequent, data-driven communications between Purchasing, Product Development, Operations and Tier #1 suppliers.

Purchasing Agent, Vehicle Components Sections1984-1987

Managed a 15 buyer group responsible for the $1.5 Billion annual buy for tires, seats, seat components, restraints, floor covering, insulation, locksets, moldings and weather strips.

Purchasing Supervisor, Mexico Programs1980-1984

Established Purchasing headquarters in Mexico and directed liaison operations between Mexico and U.S. in support of Ford’s Chihuahua Engine and Hermosillo Assembly projects.International service.

·Hired and trained purchasing and supplier development / supplier quality personnel.

·Assisted U.S. and European suppliers in the establishment of twenty-six joint ventures.

Procurement Analyst / Buyer, Advanced Engine Programs1976-1980

Principal Consultant, Purchasing and e-Procurement

D. Collins & Associates

D. COLLINS & ASSOCIATES, LLC, Bloomfield, MI2000-2003

Supply Chain Consulting and Business Process Outsourcing.

Principal Consultant, Purchasing and e-Procurement

Established and directed the company’s purchasing and e-procurement practice.

·Provided purchasing and sales / marketing consulting services to automotive Tier #1 suppliers.

·Formulated and sold an outsourced purchasing and financial settlement business plan; created marketing materials and website; closed $405 Million incremental contracts.

    ·Taught commodity strategy development and purchasing ( Purchasing in the 21st. Century )                     modules at Walsh College ( Procurement Practices Institute ). Consulting and Business Process             Outsourcing.

Vice President, Purchasing

Rolls-Royce plc.

ROLLS-ROYCE CORPORATION ( US ), Derby, England2003-2005

Global manufacturer of gas turbine engines with annual sales of $12 Billion and 35,000 employees.

Vice President, Purchasing - International Service

Extended Lean Enterprise Project Director

Led a global and cross functional team in the development and implementation of processes designed to deliver bottom line efficiencies through improved working relations with Tier #1 suppliers.

·Created an extended lean enterprise business case for change; managed deployment strategy.

Global Director, Purchasing Operations

Developed, implemented and administered global purchasing strategies, policies and procedures.

·Instituted global business planning to improve cross-functional alignment. 

Vice President, Purchasing and North America

VISTEON CORPORATION, VanBuren Twp., MI2006-2007

Global supplier of automotive components with annual sales of $10 Billion and 25,000 employees.

Vice President, Purchasing – Global Climate Control and North America

Directed the $2.2 Billion commodity strategy, pursuit / program launch management and current model purchasing activities for the Climate Product Group; office locations on three continents.

·Improved total material cost performance:

oConsolidated global volumes with JVs and affiliates; negotiated LDC pricing;

oLaunched new programs that doubled the value and quality of supplier-initiated ( VA ) design ideas; accelerated rate of implementation with cross-functional support;

oAchieved incremental 3% pre-launch savings through strategic sourcing and early supplier ( VE ) involvement with engineering, product development and customers.

·Reduced SG&A costs 20% by expanding and migrating resources to offices in LCCs.

·Integrated material cost and revenue forecasting through corporate business planning. 

Education

Education

Bachelor of Arts

Michigan State University

Skills

Skills

People Development

·        People Development – Train and deploy a results-oriented team; benchmark and leverage best-in-class practices; establish and track KPIs that reinforce desired processes and behaviors.    

Win-Win Negotiation

·        Win-Win Negotiation – Deliver synergistic solutions to complex problems through data-driven analysis and negotiation; forge alliances between suppliers, internal functions and customers.       

Supplier Development

·        Supplier Development – Deploy internal resources to effectively and efficiently improve supplier capability and performance; measure and track progress to established improvement plans.

Supplier Relationship Management

·        Supplier Relationship Management – “Own” the relationship; communicate the firm’s objectives to suppliers, and suppliers’ interests to the firm; become the “Customer of Choice”.  

Commodity Strategy Planning

·        Commodity Strategy Planning – Lead a cross-functional process to determine the firm’s supply base requirements; identify those suppliers capable of meeting or exceeding Quality, Delivery, Technology and Cost targets; deliver total cost value to detailed and time-bound roadmaps.