Christine Vos

• Member of the Corporate Leadership Team working closely and strategically with the General Manager of Operations. • Develop and implement supply chain strategy and process for efficient material operations. • Responsible for $400 million in annual spend and 900+ active suppliers. • Executed inventory targets and DIO to align with corporate objectives. Driving teams to meet targets while reducing obsolete and excess claims to the customer. • Empowered commodity managers to successfully manage supplier spend, service and quality. • Delivered cost savings though oversight and management including planning, controlling, coordination all aspects of supply chain. • Establish priorities and drive personnel activities to ensure achievement of customer and business commitments. • Lead & develop a large team of direct and indirect reports within supply chain, logistics, and warehouse operations for multiple sites. • Dedicated to driving revenue for operations. Achieved 23% growth in 2022.

Responsibilities as the Global Supply Chain leader • Facilitated Global Business teams to define customer expectations in OTIF, Lead Time and Customer Satisfaction • Partner with Global Division Lean Value Streams leaders to create division strategies for delivering customer value while meeting inventory and cost expectations • Align with Area Lean Value Stream Leaders to define and drive service & cash expectations • Executed division value stream architect strategy including global fulfillment strategy • Own HOO for Division BG Supply Chain Organization (Hire, Develop, Assign, etc.) • Collaborated with business and lab leaders to ensure products launch with streamlined value streams. • Implemented Integrated Business Planning within the division driving alignment to S&OP to successfully deliver the customers forecasts. • Spearheaded global cross-functional teams to manage force majeure both internal and external to the company. • Drove inventory reduction and optimization during global pandemic reducing global inventories over $100M. • Strong knowledge of import & export logistics. Driving on-time delivery in full for global supply chains. • Drove supply chain data and analytics across multiple functions.

• Led Umbrella Project for Aerospace to improve OTIF Globally. Improved OTIF from baseline of 68.23% to 76.51% with December OTIF = 80.82%. • Product Owner for the Global Aerospace Agile Team. Collaborated with global business teams to prioritize and address key service issues for our customers in an Agile format to improve customer satisfaction. • Led cross-functional teams to complete a CVS and “How we Win” file for the structures and composites. Delivered $1.3M LSS annual target savings. • Led two global cross functional projects for certification. o GPS #411583 – Dry Ice Shipments reducing the number of defects from 5.08 to 1.25/month and reduced the indirect cost of credit per month from $35,296 to $8,828/month. o GPS #425903 – Global Standardization of shelf life reduced the indirect cost of claims from $17,708 to $4,500/month • Mentored 24 Green Belts and Certified 4 Green Belts in 12 months. • Division Co-Ambassador for the Women’s Leadership Forum. • Achieved Black Belt Certification.

• Developed a collaborative team that drove process with a culture of continuous improvement. • Managed and Developed employees to their next assignment or promotion. • Facilitated inventory dollars and turns to target for the division. Delivering targets for each business while working to increase turns annually. • Maintained service standards of 98% LOT. Gathered areas that are below target to identify root cause and projects needed to resolve issues and achieve the 98% target. • Managed outsourced vendors and complex supply chains globally. • SAP Change Management Lead for Supply Chain and Forecast to Schedule data and processes for the division. • Division lead for IMES, Input Manufacturing Execution System launch for the new Acoustic plant in Clinton, TN. Successfully rolled out all systems on time with full integration. • Influenced team to roll out and use an MRP system & Factory Planner, versus using spreadsheets or managing a business outside of the systems. Implemented project plan that allowed the team to achieve a successful implementation.

- Develop detailed understanding of Business Transformation projects and the SAP tool supporting this project. - Represent Automotive in process design and business requirements. Managing and presenting the changes and gap assessments to leadership. - Provide support and training throughout deployment process. - Present status updates to Division Operating Committee. Escalate potential barriers and issues to Automotive leadership for resolution. - Network with counter parts in other divisions to learn and share best practices. - Coordinate activities associated with US plant and outsourced deployments. - Provide leadership for organizational change management an communication. - Ensure deployment readiness in Automotive manufacturing and supply chain operations for each site go live. - Support material data cleansing activities - Partner with Divisional BusinessTransformation Depolyment Lead on project and readiness planning.

3M Automotive Division - OEM

Supply Chain Manager - 2010 thru 2011 Plant Manager - 2011 thru 2013 Tranpsortation Manager - 2010 thru 2014