DIDIER VERRIEST

10 Player Way, Simpsonville, SC 29681 * (h) 1.864.757.9157 * d

v7a1a72@westpost.net .

CAREER FOCUS
Vice President Purchasing & Supply Management
Areas of Expertise
* Turnaround / Change Management * Joint Ventures / Acquisitions * Product Deve
lopment
* Project Management * Quality Control / 6 sigma * International Business
* Logistics * Communications / Negotiations * Manufacturing / Engineering
* Global Sourcing * Strategic Planning * Team Leadership

PROFESSIONAL SUMMARY
VOLVO CONSTRUCTION EQUIPMENT. Brussels, Belgium
Part of a $30B global group, VCE represents $6.5B of the group turnover.
VP Purchasing &Supply Management - Asia - based in Korea (spend $1.6B)
2008 - 2.1 years
Reporting to CEO Business line prior re-organization, then to Global VP group
* Provide leadership over a team of 122 staff members located in US, Europe, Kor
ea, China and India (148 prior the re-organization).
* Re-structure the complete organization within 3 months to a more efficient mat
rix organization working at local, regional and global level with clear roles an
d responsibilities while reducing the headcount by 15%.
* Implement new Purchasing tools to ensure completion of Cost Savings action pla
ns.
* Develop 6 Sigma training at selected suppliers and develop profit sharing sche
me to generate additional cost savings.
* Increased performance of the organization to elevate their usual yearly 0.7 ~
0.9% savings to 6.1 % within one year by reorganizing the Purchasing Department
and this despite a production volume reduction of ~60% since the beginning of th
e economic turmoil.
* Increase localization programs for each manufacturing facilities to reduce ris
k factor on exchange rate.
* Reduced inbound inventory by more than 40% from $136M to $78M through improvem
ents of inventory management.
* Decreased suppliers' network from 1245 to 958 the first year with a target of
60% supplier panel reduction in 4 years through Commodity strategy and developed
LCC sourcing plan to save an additional $89M over 3 years.
* Start exchange programs of team members based on long term mission to "interna
tionalize" the Purchasing Dep't, reducing cultural differences and improving tea
mwork and team communication.

FAURECIA INTERIOR INDUSTRIES. Paris, France

$14B global automotive supplier, specializing in the design, production, and del
ivery of six key automotive modules.
Reporting to CEO Group while in China and to CEO Region Americas in US
Senior Purchasing Director & VP of US Programs - USA, South Carolina (spend $1.1
B) 2005 - 3.5 years
* Direct a team of 68 staff members, including Plant Purchasing, Costing, Suppli
er Quality, and Commodities.
* Increased performance of North American Organization to elevate yearly 1.2% sa
vings to 8.5 % by reorganizing the Purchasing Department and developing strategy
 through Commodities teams.
* Implement Purchasing project teams integrated with R&D, Manufacturing and Supp
lier development teams for all new projects, leading to stronger and more effici
ent initial results enhancing profitability.
* Decreased suppliers' network from 262 to 178 and developed LCC sourcing (China
and Mexico) to save $52M over 4 years.
* Managed purchasing program turnaround from $168M losses over two years to brea
keven.
* Enhance training for personal development of all team members.
Senior Programs Director - China & US Programs (Shanghai, China) (spend $0.8B)
2004 - 1 year
* Directed a team of 79 employees (European & Chinese) within Purchasing, Develo
pment, Quality, Marketing, and Sales.
* Started two new factories in China after securing new businesses from European
clients.
* Negotiated with customer to build a third factory, started within a year for a
nother newly awarded business.

SAS AUTOMOTIVE SYSTEMS. Paris, France

$3B subsidiary of Faurecia dedicated to manufacturing cockpit module for automot
ive industry
Reporting to President
Director - Purchasing / Cost and Value Analysis / DPR (Cost Control) Strategy
[spend$0.9B] 2001 - 2.5 years
* Secured $450K savings within $5.3M budget by leading e-business initiative.
* Saved $630K in $3.1M program development by implementing value analysis and va
lue engineering methods.
* Established costing methods for new project development to improve understandi
ng of market prices, which permitted company to enter new markets (including Toy
ota & Nissan markets).
* Managed a Purchasing team of 18 persons within Purchasing, Cost Analysis and D
PR Strategy.

RENAULT SA. France

$40B automobile manufacturer
Reporting to VP US Operations till mid 92, VP Intl Operations till 94 and Senior
VP Purchasing / Strategy Renault / Nissan from 95
Senior Director - International Purchasing/Prospecting/Local Contents, Asia Paci
fic [spend $0.7B] 1996 - 5 years
* Generated up to $5M savings (12% of local purchasing) by implementing sourcing
strategies, new supplier development, cost controls, design-to-cost, productivi
ty, and exchange program.
* Managed a team that supported evaluation / selection of local suppliers throug
hout ASEAN countries, Taiwan, and China for Renault manufacturing sites in Asia
and worldwide after-sales requirements.
* Played a key role in driving 5% annual revenue increase to 58 M$ by securing r
elationships and joint ventures between Asian and South American partners (Thail
and, Malaysia, Taiwan, Brazil, Argentina, Colombia, and Venezuela).
* Earned appointment as General Manager of cost reduction program and Purchasing
Strategy Director for Samsung Renault.
* Directly contributed to engineering, development, and purchasing due diligence
team for acquired facilities in Thailand and Philippines for Renault / Nissan.
Country Director - International Operations, Malaysia
1995 - 1.5 ye
ar
* Represented interests of Renault and Nissan in Malaysia, Singapore, Thailand,
Indonesia, Vietnam and the Philippines.
* Added $280M in annual revenue for Renault by leading identification, selectio
n and negotiation for a $165M. International joint venture to secure local manuf
acturer for Inokom - Renault / Hyundai & Berjaya Group.
General Manager - Operations / International Operations, Malaysia
1992 -3 years
* Eliminated 600-unit overstock and ignited annual sales from $14M to $105M with
in two years by turning around halted production operation.
* Directed 18-member team through day-to-day management of imports, logistics, a
ssembly, procurement, R&D, quality, after-sales operations, accounting, and sale
s & marketing.
* Produced 70% reduction ($1.1M) in indirect labor and overhead by transitioning
expatriate team to fully trained national workforce.
* Established training programs to enhance After Sales profitability and improve
customer service / fidelity.
Negotiator - USA, Southfield, MI
1992 - 5 months as
signment
* Added $201M to bottom line by settling claims dispute between Renault SA, Rena
ult Spain and Chrysler, generating 230% profit increase to the bottom line, lead
ing a team comprising of Technical experts, R&D, Finances and legal Dpt..
Auditor / Technical Expert Manager - International Operations, Venezuela
1991 - 6 months assignment
* Improved quality of products for local importer to reduce repair costs by $35K
/ month and and quantity of customer claims from over 200 to under 60 per mont
h.
* Achieved 120% profitability improvement by designing / implementing programs t
o eliminate redundant work.
* Achieved 18% productivity increase by re-designing and executing ISO 9000 init
iative, internal logistics follow-up strategy, local assembly process, and train
ing programs.
* Reduced product development process by six months (25%) by spearheading protot
ype and calibration programs.
* Saved $19M within one year by identifying and developing local supplier networ
k.
US suppliers / European Liaison Director- USA, Southfield, MI
1989 - 2 years
* For Renault and Mack Trucks, lead a team comprising of Supplier Development, P
urchasing and R&D for development and follow-up of North America based suppliers
.
* After the 1989 sale of American Motors, responsible for Quality, After Sales
and R&D for components sold to Chrysler.
Director R&D Powertrain American Motors / Renault SA- USA, Southfield, MI
1987 - 2 years
* Led 25 engineers team for the implementation and validation of commonality com
ponents between Renault and American Motors products (locally manufactured Jeep
vehicles and Renault cars).
* Responsible for development/validation of the powertrain and axles for US vehi
cles developed by Renault & AMC.
SOCIETE DE TRANSMISSIONS AUTOMATIQUES SA. France
$1B automatic transmissions manufacturer - subsidiary of Renault SA
Reporting to VP Operations from 1979 and prior to VP manufacturing
Director of Quality
 1986 - 1 year
* Implemented TQM system from Toyota into all operations, developed SPC control
and Advance Supplier Quality procedures as well as started the implementation of
6 Sigma processes from Juran Institute.
R&D Coordinator for Renault / American Motors
1984 - 1.5 yea
rs
* In charge of the project development and technical support of a new 6 speed el
ectronic automatic transmission to Renault SA and Amercian Motors for their join
t development of new range of vehicles for the US market.
R&D Coordinator and After Market Manager for Ford (Argentina & Brazil)
1984- 6 months assignment
* 6-month mission (with a team of 5 technicians) to resolve quality and technica
l issues on automatic transmissions delivered to Ford for their Ford Corcel prod
uction in Latin America.
Director of Quality
1983 - 1 year
* Directed a team of 25 Quality engineers to analyze, define and implement actio
n plans to resolve quality issues related to automatic transmissions.
R&D and Advance Engineering Director
1979 -
3 years
Managed a team of 15 engineers to design an in-house manufactured torque convert
er with higher efficiency than existing torque converters on the market and new
hydraulic 5-speed automatic transmission.
* Managed a team of 3 engineers to design/develop a complete test bench for the
validation of automatic transmission and sub components.
Production manager
From
Dec. 1975 - 4 years
* One year rotation in each manufacturing area of the company: Stamping and Diec
asting, Electronics, Metal machining, Assembly. Direct the production teams to
achieve their targets.

EDUCATION & PROFESSIONAL DEVELOPMENT

DUT (BS equivalent), Engineering - Institut Universitaire de Technologie, Bethun
e, France
MBA Studies, with Mechanical Engineering emphasis - Lawrence Technological Unive
rsity, Southfield, MI
Total Quality Management training - Renault SA - Ecole de la Qualite, Chantilly,
France
Leadership and Management training - Renault SA University - Chateau de Nemours,
France
Languages skills : Fluent in English, Spanish and French, notions of German, Bah
asa, Portuguese
Personal : Married with 2 children, double citizenship