Justin Francisco

Lead Global Sourcing and Procurement team in the successful exit of Chapter 11 bankruptcy with the execution of 350+ Trade Agreements in 3 months, while ensuring supply continuity, achieving cost savings goal of 5%, and executing the launch of 10+ new product introductions. Developed and implemented an improved global cost savings process and procedure, including training of supply chain, manufacturing, product management, engineering, and sales teams (100+ users). Improved team engagement score from 6.6 to 9.5 in two years through focused organizational action planning. Through coaching, mentoring, and direct involvement with the Mexico planning and procurement teams, reduced the amount of supply chain Clear to Build (CTB) issues from 100+ to less than 10 per plant. Working directly with the VP of Operational Finance, Sr. VP of Supply Chain, and Plant Controller team, developed a process to improve monthly forecasting of savings and PPV impacts to +98% accuracy. Developed and implemented core sourcing and supply chain processes: Commodity Strategy Process, Price Increase and Recovery, DPO Improvement, Tooling and Asset Management, Supplier Performance Management, and Supplier Risk Management. Responsible for the direct management, coaching, and development of 8 commodity managers along with two Managers with leadership responsibilities; total team of 24 global employees.

• Identified and corrected critical data integrity issues within ERP resulting in an inventory reduction of $3M (10%) • Developed and implemented a three-year strategic plan for the Global SIOP and Planning functions, developed KPI’s to monitor performance • Coached and mentored SIOP manager in a realignment of the team, resulting in a 50% improvement in forecast accuracy • Lead team in the development and implementation of a process which resulted in the successful cancellation of ~40% of open PO’s ($36M out of $85M) as well as postponement of ~$50M in Open PO’s to Q4 2023 and beyond • Coached and mentored planning team in a fundamental change in the planning process resulting in a reduction in production backlog to near zero, improved safety stock attainment (55% to 95%), and an improvement in customer order fill rate from 56% to 92% • Responsible for the direct management, coaching, and development of two Managers with leadership responsibilities of a team of 12

Responsible for the development and implementation of Generac’s Sourcing Digital Roadmap. Technical lead for implementation of SAP Ariba Sourcing Modules (Product Sourcing and Supplier Lifecycle Planning). Direct supplier performance improvement activities utilizing Lean/Six Sigma tools, owner of group Continuous Improvement dashboard, and for leading, coaching and managing a group of Supplier Performance Specialists · Developed and lead implementation of next generation supplier scorecarding and performance dashboard; Monthly presentation of key performance indicators with a quarterly business scorecard. Reduced time to manage and update scorecards from 180 hours annually to 12 hours through creative application of existing IT tools and systems · Developed and drove implementation of SAP Ariba PPAP throughout North American manufacturing facilities. Implementation required the training of 200+ Generac personnel (Engineering, Sourcing, and Quality) as well as the creation of ~600 pages of standard work and training guides. Process resulted in an 85% reduction in PPAP cycle time, increased supplier documentation attachment rate from 40% to 90%, and improved PPAP FPY from 67% to 92% · Presented Generac’s strategic approach to SAP Ariba Sourcing at Ariba Live, April 2019; recognized as an industry technical expert with participation in multiple SAP Ariba engineering design sessions · Responsible for the direct management, coaching, and development of three Supplier Performance Specialists

Technical lead for implementation of SAP Ariba Sourcing Modules (Product Sourcing and Supplier Lifecycle Planning). Direct supplier performance improvement activities and owner of group Continuous Improvement dashboard. Reduced time to manage and update scorecards from 180 hrs. annually to 12 hrs. through creative application of existing IT tools and systems. Developed and drove implementation of SAP Ariba PPAP throughout North American manufacturing facilities resulting in an 85% reduction in PPAP cycle time, increased supplier documentation attachment rate from 40% to 90%, and improved PPAP FPY from 67% to 92%. Responsible for the direct management, coaching, and development of three Supplier Performance Specialists.

Responsible for directing Strategic Sourcing activities for the Commercial and Industrial business units, achievement of product cost improvements, and for leading, coaching and managing a group of New Product Introduction specialists in support of new product introductions. Lead business unit cost reduction activities; execution of a 2% COGS cost savings on a goal of 1.5% in 2020. Actively manage and oversee more than 32 New Product Introduction projects with total part count > 1000. Responsible for the direct management, coaching, and development of three NPI Sourcing Specialists as well as indirect management of 7 buyers.

Responsible for directing Strategic Sourcing activities for the Commercial and Industrial business units, achievement of product cost improvements, and for leading, coaching and managing a group of New Product Introduction specialists in support of new product introductions. Key activities include: development of should cost targets, strategic source identification and selection, management of timelines for supply chain components, execution of build events, and negotiation of contracts with strategic suppliers to support production requirements · Business Unit Leader for Supply Chain functions related to the Industrial Solutions business unit – responsible for delivering business unit sourcing strategies, executing savings goals, and reporting of business unit KPI’s to executive leadership · Developed process and tool to accurately track project KPI’s, predict and assess project risks, improve project communication, and drive accountability for New Product Introductions. Resulted in 90% on time delivery of New Product Introductions · Lead business unit cost reduction activities; execution of a 2% COGS cost savings on a goal of 1.5% in 2020 · Actively manage and oversee more than 32 New Product Introduction projects with total part count > 1000, delivering Source selection and strategies utilizing cross-functional integration while driving organizational accountability · Responsible for the direct management, coaching, and development of three NPI Sourcing Specialists as indirect management of 7 buyers

Responsible for managing a team of strategic sourcing professionals in the execution of Alto-Shaam’s cost and quality strategic initiative, new product development activities, supplier performance management, and the implementation of global commodity sourcing strategies. Developed and implemented department three year strategic plan. Actively managed the following commodities: metal fabrication, PCB’s, cables/harnesses, and electro-mechanical assemblies · Managed and lead team to execute COGs savings of 5% on a goal of 3% in 2015 · Lead the purchasing team in the development and implementation of 3 core SOP’s with 22 accompanying work instructions/processes for ISO registration · Achieved a 35% YTD reduction in supplier quality events through the development and execution of customized supplier quality improvement plans · Developed and implemented a tool to calculate required safety stock levels resulting in a 30% reduction in on hand inventory · Developed a training course for new hires and interns with a focus on key purchasing areas such as supply chain methodology, strategic sourcing, supplier quality, supplier relationship management, and contracts and negotiation · Planned, lead, and presented at Alto-Shaam’s 2015 and 2016 Supplier Conferences including the facilitation of round table cost reduction discussions and Supplier Quality improvements with the Alto-Shaam supply base · Responsible for the management, coaching, and development of three Commodity Managers and one Supplier Quality Engineer

Responsible for leading new product development activities, build management, and launch activities utilizing global engineering and purchasing teams (U.S. and India) · Successfully negotiated timeline reduction of 4 weeks for prototype and 20 weeks for production injectors · Identified alternate source along with a cost reduction of 10% for production critical intake components · Successfully negotiated prototype piece costs of 75% and lead improvement of 2 weeks on Delphi fuel pumps for upcoming build event · Mentor team on Indian cultural and how to do business in India · Responsible for the development of project timelines and ensuring purchasing activities are accurately represented to the project team

Responsible for leading new product development activities, build management, and launch activities utilizing global engineering and purchasing teams (U.S. and India). Successfully negotiated timeline reduction of 4 weeks for prototype and 20 weeks for production injectors. Identified alternate source along with a cost reduction of 10% for production critical intake components. Successfully negotiated prototype piece costs of 75% and lead improvement of 2 weeks on Delphi fuel pumps for upcoming build event.

Responsible for leading H-D Street XG500 an XG750 vehicle new product development activities, build management, and launch activities utilizing global engineering and purchasing teams (U.S., Europe, Asia, Mexico, and India) · Led worldwide (U.S., Europe, China, India) supplier identification and selection for global new product development for the Street XG500 and XG750 vehicle with completion of 100+ supplier visits in India for powertrain components · Interviewed, trained, and developed Regional Sourcing Office staff in India ·Monitored and held team accountable to meeting key project metrics, deliverables, and milestones · Responsible for the development of project timelines and ensuring purchasing activities are accurately represented to the project team · Developed tools and processes that have been implemented companywide which effectively manage and communicate project performance and track build readiness · Managed build events across multiple continents and sites by leveraging global design, engineering, and purchasing resources · Successfully negotiated and identified sources for project cost reductions of $11.3MM over life of current program · Working on a cross-functional team, developed and implemented a companywide PLM tool for new product development · Indirectly supervised 6 India Regional Sourcing Office employees

Responsible for leading H-D Street XG500 an XG750 vehicle new product development activities, build management, and launch activities utilizing global engineering, purchasing teams, and manufacturing teams (U.S., Europe, Asia, Mexico, and India). Experience in establishing Global Manufacturing and Supply Chain Operations. Led worldwide (U.S., Europe, China, India) supplier identification and selection for global new product development for the Street XG500 and XG750 vehicle with completion of 100+ supplier visits in India for powertrain components. Interviewed, trained, and developed Regional Sourcing Office staff in India. Managed build events across multiple continents and sites by leveraging global design, engineering, and purchasing resources. Successfully negotiated and identified sources for project cost reductions of $11.3MM over life of current program.

Managed the following commodities: hardware/fasteners, powertrain electrical components, castings, and plating finishes with a total spend of ~$350M. Developed a process which successfully identified risks (financial, quality, and dependencies) within the OEM supply base to other functional areas (Parts and Accessories, Service, and Custom Vehicle Operations) related to supplier contingency. Successfully developed and implemented the corporate Supplier Diversity Strategy.

Supply Base Analyst – Development and management of H-D’s OEM supply base with responsibilities in supplier identification, qualification, development, contract negotiation, as well as development of global sourcing strategies based on long term needs of product development and OEM manufacturing. Managed the following commodities: hardware/fasteners, powertrain electrical components, castings, and plating finishes.

Lead for selection and development of suppliers and components for EMS new product launches. Sourced the following commodities: plastics, castings, sheet metal, hardware/fasteners, PCB’s, tubing, and hydraulic pumps · Implemented Kanban system in MedSurg bed line · Developed Milk Run process for local suppliers to reduce inventory footprint and increase inventory turns · Team member for implementation of companywide Shop Floor Management control system · Purchasing lead for multiple new product development projects with total part count in excess of 1,000 · Successful launch of 2 product development projects while maintaining piece costs below target (2% and 14% respectively) and per schedule using stage-gate product development methodology · Responsible for the selection and qualification of new suppliers · Certified lead quality systems auditor for ISO 13485/9001