• Strategic C-level Executive, Empowering visionary, P &L turnaround generator within large public multi-national corporations, with a strong background in international product platform development, global sourcing, supply chain and multi-complex global operations. • Leverage exceptional strengths in product development and engineering knowledge to develop “big picture” strategies for innovative solutions while implementing new technology’s through strong supplier partnerships. • Utilize sound manufacturing knowledge to develop global factory’s that support multi-product platforms throughout the NAFTA, LATAM, APAC and EMEA, footprint, while developing flexible and innovative capitol equipment solutions to meet ever changing business demands. •Expert at developing organizations and integrating people, processes and technology to transform complex business challenges into focused action plans for fueling unprecedented levels of growth, profitability and operational efficiency. Specialties: Team Leadership, Mentoring & Training • Organizational Design • Information Technology • Continuous Process Improvement • Strategic Planning • Human Resources • Staff Development • Cross-Functional Teams • Contracts & Negotiations • Relationship Management • Revenue Growth • Customer Relations • Communications Strategies • Business Reorganization • Cost Control

Vice President of Global Sourcing, Supply Chain & Logistics @ Responsible for over $1billion in global spend (direct, indirect), platform from material management, commodity management, facility purchasing, global logistics and global regional sourcing (LATAM, APIC, EMEA, NAFTA) while managing 100 people worldwide. •Recruited by the Senior Leadership team to develop a strategic supply chain and sourcing structure that is scalable to support the company’s organic growth CAGR 19% and acquisition strategies year over year. •Developed a strong global supply management team focusing on material product by platform (TCO) and commodity spend by the top suppliers to achieve an annual costs savings of $35 million. The target is to achieve 3% year over year in savings, while successfully executioning of 80-100 successful new product launches per year. •Implemented strategic S&OP policies that help improve the fill rate to 98% by linking the balance of supply and demand while minimizing the DSI (Days Sales of Inventory). •Supplier consolidation and scorecard management was instituted in order to start measuring the supplier’s performance based on (LT, Cost, Quality and Service). This allowed for a supplier development action plan which improved the supply base performance by 30%. •Negotiated new supplier contracts across the supply base that adopted new compliant policies (FCPA, Conflict Mineral), while setting cost reduction goals. Lead time, consignment warehouses and extended payment terms. •Developed a supplier quality strategy that focused on defect management, defect reduction and defect prevention. The team was able to reduce the PPM from 2000 down to 500 across the business over the past two years, while reduce the scrap rate by 5% & increasing the overall 1st pass utilization of new product launches improved to 90% •Developed “Transportation strategy” for LTL, Air Parcel and Ocean Freight, with a $60M spend my team was able to achieve 12% overall freight reduction. From January 2012 to Present (4 years) Greater Milwaukee AreaDirector, Supply Chain Commercial Aircraft @ Responsible for $2.1 billion of totals costs across the Q400 and Global jet aircraft while managing a team of 500 employees. Recruited by the senior leadership team to develop the “Toronto transformation plan” for the implementation of a global supply chain matrix organization structure that managed platform material management, commodity management, purchasing, demand planning & logistics. •Developed a strong cross – functional supply management team that focused on reducing the BOM costs on the Q400 and Global jet new product platforms. The team achieved a 10% cost savings on the overall spend while successfully launching 20-30 new project and managing a CAPEX budget of $80 million. •Established a “Best in Class” supply base that focused on annual commodity cost savings of 2%, Lead time reduction of 2-3 weeks, consignment warehousing and extended supplier payment terms. The overall supply base was reduced by 15% while enhancing the supply relationships & creating “winning conditions” for both parties. •Worked with McKenzie in developing and executing an “order to cash” strategy that focused on reducing inventory (raw materials and WIP) by $50 million. The supply chain was able to reduce lead time by 3 weeks and expend payment terms to net 90 – 120 days. (Turns 3 - 6.5) •Created a supplier scorecard management system that focused on measuring the supplier’s performance based on (LT, Cost, Quality and Service). Established a monthly supplier reviews and quarterly executive business review. OTD from 80% to 95% within the first year. •Enhanced the current supplier quality strategy by standardizing the (AQP) process across the multiple business aircraft platforms (Q400, Global, Challenger and CRJ). PPM’s improvement 1000 to 250. •Created a successful SI&OP process that linked the demand planning with the supply & inventory with the focus the objective of creating a skyline that was linked to the customer’s orders. The Q400 fill rate from 89% to 98%. From September 2010 to December 2011 (1 year 4 months) Toronto, Canada AreaBusiness Unit Manager @ •Manage the overall Automotive sector revenue strategies with a backlog of market share of $300 million. •Responsible for the development of Profitability targets and operational goals for the automotive sector in line with the Corporate Performance management systems. •Be a key participant and active member of the Automotive Integrated Strategic Team comprising Market Research, Product Marketing, Licensing, R&D and Engineering in development and execution of the Multi-year Automotive Strategic Plan. •Manage the regional sales process for the Automotive market including supporting sell through of design wins for automakers based in other regions, guiding the execution of business deals from concept phase through to deal closure and ensuring alignment at each stage. Inherited a $68 million business with 300 personnel and initial operating profit of negative $20 million, the primary customer is BMW which is located in Spartanburg, South Carolina. • Reorganized 300-member program team consisting of project engineers, project managers, designers, purchasing, finance and manufacturing. Trimmed 65 positions and placed the right talent in the right position to strengthen communications from the button-up. Currently have developed road map objectives to reduce operating costs and achieve cost stability by first quarter 2010. • Was able to gain BMW executives team confidence in achieving business targets and currently managing all contractual and new engineering developments in excess of $3 million dollars. From September 2009 to September 2010 (1 year 1 month) Global Program & Purchasing Director @ Recruited to develop and set up new procurement operations in Italy to manage the overall vehicle Maserati & Alfa Romeo sports cars supply base and product development engineering activities. Overall procurement budget of $550 million supply base consisted of the complete vehicle engineering & build with styling design, product design, assembly, manufacturing equipment, testing, performance and life cycle durability. Responsible for overall strategic, commercial & financial bottom line of the total supply chain while achieving a profitability of $100 million. • Developed a commodity base purchasing organization consisting of 8 commodity managers and 50 engineering, manufacturing and testing support functions utilizing $15 million start-up budget that focused on Asia, Europe and North America. • Strategically assigned the $500 million global purchasing budget into the following commodity categories. • Managed C-level supplier strategies & the commercial supply base focusing on price piece reduction, BOM components reduction, on-time delivery and increased quality performance targets, the bottom line P/L resulted in a 18% - $100 million efficiency. • Established a low cost country sourcing initiatives of $110 million total spend focusing on Asia –for electronic models, CPU and software development for climate control systems. The Exterior vehicle and Machinery & Equipment was sourced in low cost country centers in Eastern European & Asia, which accounted for $50 million. This resulted in a 25% cost savings in total contract spend. The strategy was to increase the LLC sourcing volume to $250 million in the next 2 years. From February 2008 to August 2009 (1 year 7 months) Modena Area, ItalyOperations Director & Strategic Planning @ Managed overall $1.3 billion Comau (FIAT Group) North America operations, where I was responsible for overall P/L of all facilities, lead lean manufacturing initiatives, managed over 1300 personnel. • Was responsible to reducing 2.1 million square feet of 13 facilities and reducing the operations to 1.1 million square feet into 6 facilities. • Directed the daily operations with mid-range and long term planning of the plants for the CNC machine shop, weld gun manufacturing product lines, electrical cabinet product lines, standard products and after market product lines. • Developed operations reduction business plan (senior board approval), new factory floor processes and phased operation launch transition plans. • Implemented Six Sigma DMAIC continuous improvement principles which resulted in an increase of 20% overall productivity. • Optimized plant shipping and receiving logistics flow in plant facilities and redesigned shipping racks to reduce transportation costs by 15%. From January 2006 to January 2008 (2 years 1 month) Senior Program Manager & Financial Controller @ Led turnaround of the $1 billion Mercedes industrial site located in Tuscaloosa, Alabama, producing 3 models of 250,000 annual vehicles. Inherited a $250 million program with 200 personnel and initial operating profit of negative $24 million on top of uncollected payables of $80 million. Led overall engineering design, purchasing, manufacturing planning and launch of new vehicle program. • Conducted daily meeting with the Mercedes executive team to discuss daily progress and maintain an open flow of communications. • Reorganized 200-member program team consisting of project engineers, project managers, designers, purchasing, finance and manufacturing. Trimmed 65 positions and placed the right talent in the right position to strengthen communications from the botton-up. Efforts reduced costs 58% and created an efficient operating team. • Was able to install and optimize the current Bodyshop factory machinery equipment processes by using Six Sigma, lean manufacturing initiatives to increase the overall productivity by 20% and reduce operational costs by $10 million in the first year. • Completed the engineering, manufacturing, assembly, testing and installation of the new automated flexible systems for the entire factory. • Collected $80 million in receivables and earned customer’s trust for future work resulting in $30 million in additional re-tooling work in the second year with a profit margin of 15%. From November 2005 to December 2006 (1 year 2 months) Manager of Operations & Strategic Planning @ Responsible for $145 million of the operations for the new product lines (Weld gun shop, Electrical Panel Shop, standard products ) that were developed within company’s R&D organization. I managed a team of 200 personnel, which included plant managers, project managers, product mangers, financial controllers and manufacturing managers. • Developed the business plan with five year P/L projections and obtained board approval before launching the new businesses. • Responsible for overall P/L and developing the product prices points, the factory processes, product testing for certification, launching the factory, training the personnel and implementing continuous improvement initiatives. • Collaborated with the Business Unit Mangers and Account Managers to establish market strategies and set competitive pricing. • Partnered with the R&D Vice President on innovative product development solutions and testing the prototypes for validation. • Developed internal lean manufacturing initiatives & built processes to optimize overall productivity. From January 2004 to January 2005 (1 year 1 month) Manager of Global Commodity Management @ Led the $1.3 billion Comau (FIAT Group) North American operations where I restructured and directed the supply chain organization of 50 personnel of over $450 million in purchases to be commodity based and achieve an operational efficiency of 20% over the entire spend. Established purchasing categories ( components, raw materials, material handling, welding, measuring, robotics, Services - engineering & software, Indirect - MRO, travel). Designated purchasing country mangers in low cost country centers (LLC) throughout China, India, Brazil, Turkey and former parts of Eastern Europe, in order to qualify supply base, development certification processes and manufacture products. • Established a measurable KPI dashboard deliverables used throughout Comau purchasing division to measure operational efficiencies, cost of failure (COF) and LLC performance. • Achieved 25% in efficiencies on a $50 million spend. Sourced $200 million in LLC beating projections by 50%. • Developed supplier development teams that were responsible for finding alternative cost reduction supply base solutions while ensuring the supply base was properly certified. • Monitored the supplier’s performance based on (cost, timing and quality). These deliverables were consistently reviewed with the supplier and continual performance targets were monitored (JIT pull system and overall build process review "establish cost reduction targets"). • Utilized & launched ERP (SAP) systems in the LLC to develop and simulate new procurement material flows and delivery. Based on the customer demands, the long lead time risks were highlighted. • Established global logistic procedures related to shipping and import & export duties from low cost country centers. • Worked with the customer engineers & program teams to manage the constant product changes associated through (ECO’s), which are managed and tracked through the supply chain. From January 2002 to January 2004 (2 years 1 month) Global Program Manager @ Managed the development and launch of a $800 million industrial Greenfield site for Ford Motor Company located in Salvador, Brazil. I was responsible for the development of the overall factory processes for the Body shop, Paint shop, Facilities & Logistics, capitol investment strategies, quality measurement strategies and overall launch of a 250,000 unit flexible world class manufacturing facility with 3 product lines. Worked with customer senior board members to achieve strategy and funding approval. Deliverables included managing a cross functional team of 500 personnel located through 3 continents (product engineering – N.A., equipment process development & design - Europe and manufacturing operations and launch - South America). • Responsible for overall P/L of a $100 million operating budget and achieved 15% operating profit. • Worked with Brazilian government to utilize FINAME financing (local content souring of 80%) to achieve 20% tax savings. • Established global supply chain with overall program operating initiatives related to quality, cost and timing. • Launched & established a Brazilian operations with ERP (SAP) system linked to Europe in order to supplier demands. • Managed the communization of 3 product lines in order to achieve product & process costs savings of a reduced BOM. • Directed the innovative technology development of automated flexible machinery & equipment, manufactured, assembled, tested and installed the entire systems in the new factory. From January 2000 to January 2002 (2 years 1 month) Global Account Manager @ Worked on the development of world class manufacturing factory process & innovative automated technological solutions for Greenfield industrial sites, Brownfield industrial sites, single factories or individual systems within a factory or small re-tooling lines for all facilities located throughout the world. The capitol invesment budgets varied from $500 million to $10 million with long term and short term product flexibility planning. • Responsible for new business opportunities in South American Automotive sector, generating $180 million in order acquisitions for South American market. • Created technical solutions for high volumes of 250,000 units, low volumes of 2,000 units, batch builds, high speeds and low speed solutions, with the focus on facility through puts and operational efficiencies and automation technology innovation based on the capitol investment. Validated solutions utilizing simulation analysis (Arena or Witness) and raw data collected from the facilities preventative maintenance programs and visual plant diagnostics. • Provided technical expertise in: vision measurement systems, sealing & adhesive applications, Mig welding & resistance welding, clinching, paint applications, and robotic & PLC software development and support. • The solutions were developed for Automotive, Aeronautical, Industrial and Agricultural customers, with a presentation being conducted to senior executives for capitol investment approval. • Developed flexible world-class solutions for Stamping plant, Tool & Die shops, Body shops, Paint shops, Final Assembly shops, injection molding shops, CNC shops, equipment assembly, testing facilities, warehousing logistic facilities and maintenance service contracts. From January 1998 to January 2000 (2 years 1 month) Project Manager @ • Managed body shop for Ford Ipiranga Assembly plant, with overall operating budget of $15 million. Overall operating profit was 35%. • Managed the product refreshing of the existing product lines in order to achieve product & process costs savings through a reduced BOM & flexible factory equipment. • Directed the innovative technology development of automated flexible machinery & equipment, manufactured, assembled, tested and installed the entire systems in the new factory. • Responsible for the proto-type build, vehicle product component management & logistics coordination while maintaining the product and process engineering revisions level updated through launch. • Managed the training the production operators while supporting the ramp-up of the product. From January 1997 to January 1998 (1 year 1 month) Manufacturing & Industrial Engineer @ Developed the cost reduction plan to optimize and reduce machinery, equipment, and overhead. Efforts resulted in a $17 million in operating cost savings. Supervised engineering and refurbishment project budgets of $8 million, while providing leadership to 20-member engineering team that completed all projects within scheduled timeframe and within budget. • Responsible for managing and establishing production pay points as a industrial engineer and developing process optimizations projects to reduce manpower, increase quality and productivity. Also developed all production process sheets and allocated the direct and indirect labor costs. • As a production supervisor was responsible for managing 40 workers, with daily responsibility to achieve productivity targets, SPC quality parameters, scrap reduction, safety concerns and Union matters (Held daily natural work team meetings). • Responsible for managing 100 skills trades as a maintenance supervisor, where I managed the total preventative maintenance program for the Dearborn Assembly Bodyshop. Other duties included refurbishment projects of tooling and equipment, process improvement projects, supporting daily production to monitor downtime and repair. • As a quality control supervisor lead a team of 25 workers in monitoring daily SPC parameters, initiated 8D quality concerns program in order to eliminate scrap and improve quality and also was a leader in the ISO 9001 rectification for the stamping plant. From January 1993 to December 1996 (4 years)

MBA, General Management @ Northwestern University - Kellogg School of Management From 2002 to 2004 Post - Masters, Operations Management @ Oakland University From 1996 to 1997 MSF, Finance & Economics @ Walsh College From 1995 to 1996 BSEE, Electrical Engineering @ Lawrence Technological University From 1990 to 1994 Fabian Ciavaglia is skilled in: Cross-functional Team Leadership, Six Sigma, Continuous Improvement, Lean Manufacturing, Supply Chain Management, CRM, Manufacturing Engineering, Program Management, Global Sourcing, Procurement, Product Development, Strategic Planning, Process Improvement, Operations Management, Engineering