Dipl.-Ing. Thomas Merunka

20 reports in Germany full BOM cost-, NPM-, CAPEX- and supply chain management target cost accomplishment, supply chain readiness upskill and develop procurement team

55 reports based in Germany, Spain, Poland, Hungary, USA, Mexico and China $500M direct spend and $80M indirect spend transform procurement organization and implement commodity structure

65 reports based in Germany, Poland, China, India, Brazil, Mexico €400M direct spend: increased year on year savings from 1% to 3% €100M indirect spend: increased year on year savings from 4% to 7% deployed high impact sourcing strategies and cross functional value optimization roadmaps transformed organization from local disconnected to global collaborative digitalized procurement and supply chain processes, methods & reporting implemented supply chain act compliant digital risk and contract mgt. system

 span of control: 100 total reports thru 6 direct reports  span of organization: category-, program-, plant purchasing, supplier quality, VA/VE, logistics  deliver consecutive >4% year on year savings for $950M direct material, 6% for $60M logistics  manage supplier flawless launch in programs and series-production quality below 3ppm  continuously develop and transform organization to create most effective business impact

- manage 4% performance on $320M direct material budget ($220M molded parts, $80M resin) - manage 25% cost reduction on $100M injection tool budget - develop and execute startegy for injection tool procurement from China and Asia-Pacific - manage team of 35 reports through 5 direct reports

Procurement, Global Automotive Division - purchasing spend: 350M$ - functional reports: Lead Buyers in the Regions EuropeMiddleEastAfrica, NorthAmerica, SouthAmerica and AsiaPacific and their respective teams of commodity buyers - Drive Global Sourcing - Establish global processes - Manage Purchasing performance - Leadership

Borg Warner Business Unit MorseTEC - purchasing volume 200 million euro - 180 suppliers • direct reports 5 operations purchasing mgrs in Europe, India, Japan, Korea and China • define and implement restructuring measures to rightsize purchasing organisation • benchmark procurement processes and develop and implement best practices • responsible for the budget achievement in those locations • implementation of purchasing strategy in coordination with commodity management

purchasing volume 150 million euro; 110 suppliers - direct reports 5 commodity buyers (3 France, 1 Germany, 1 USA) - coaching of commodity buyers in China (1) and South America (1) • implement commodity organisation inside Seating Product Group • staff and build a new commodity purchasing team in Europe (4 buyers) • team savings achievement of 8%; LCE rate increase by 14% • develop new supplier panel in Iran and North Africa • develop and implement costmodel based commodity strategy

purchasing volume 150 million euro; 130 suppliers - direct reports: 4 commodity buyers (1 Spain, 1 France, 2 Germany) • initiate and deploy commodity strategy based on cost model for plastic injection • team savings achievement of 9% over the 2 years; LCC rate increase by 20% • lead resourcing of GM Meriva airvents to India realising 1 million euro annual saving

purchasing volume 40 million euro; 38 suppliers • savings achievement of 11% over the 3 years • develop new supplier panel in East Europe

Program buyer for seats for the Opel Corsa, model year 2001 • negotiation of 45 million series tooling invest achieving 14% savings • manage successful project SOP at JIT plants Eisenach/Germany and Epila/Spain

Project engineer for heat exchangers in engine cooling systems • lead project planning and product development for Opel „Epsilon 1“ project • project coordination with production facilities in France, Sweden and Poland

Maschinenbau und Verfahrenstechnik