Steve Richardson, MBA

• Executive leadership of Canadian manufacturing operations, industrial engineering, and integrated supply chain across fives facilities, with 1,350 employees. • Centralized national manufacturing network to align production, design, and distribution strategies, improving efficiency and agility. • Implemented ERP (Cantor) across two business units, driving scheduling accuracy and inventory optimization. • Led construction of a 240,000 sq. ft. facility in Calgary, enabling a $9.5M IGU glass line investment in 2025. • Developed and executed a vertical integration roadmap that delivered $8.5M in bottom-line impact and improved OTIF to customers. • Directed Canadian M&A strategy, assessing multiple acquisition opportunities monthly. • Introduced Cornerstone Production Systems (CPS), delivering measurable improvements in safety, COPQ, OTIF, and employee engagement

• Led national supply chain, including direct and indirect procurement, logistics, inventory, and S&OP for four business units. • Managed $200M annual spend; built a centralized supply chain organization serving 38 facilities and 65-member team. • Implemented an integrated 24-month S&OP process, improving alignment between commercial, operations, and finance teams. Improved month -2 demand forecast accuracy from 62% to 95%. • Achieved consistent 4% annual cost-out across addressable spend categories. • Partnered in acquisition and integration of MAC Metal in 2022. • Drove working capital efficiency and service reliability through analytics and supplier metrics. • Oversaw Canadian real estate portfolio and distribution network optimization.

• Developed and executed product category strategies aligning product design, sourcing, and sales. • Added business analysts to improve data, develop product strategy and track profit driven results. • Implemented pricing strategy to drive profitable sales and eliminate low margin customers. • Increased Aluminum category gross margin from -7% to +27% (2019–2024) through supplier realignment and direct sourcing in Asia. • Implemented inventory control framework and processes achieving 99%+ OTIF performance. • Developed NPD Road map for Mitten brand.

• Managed third party distributed products, Direct and indirect purchasing. • Worked directly with Product management to develop growth strategies and implement with sales team. • Launched cost-reduction initiatives and vendor programs that generated sustained margin improvement and increased product availability. • Partnered with marketing and operations on product innovation and line optimization strategies to strengthen market competitiveness.

a.b.m. Canada Inc. is an injection molding manufacturer producing storage containers under its retail brand KIS and medical brand AP Medical. Reported directly to the CEO with responsibility for eight direct reports across Direct and Indirect Purchasing, Production Scheduling, and BOM/Costing. Oversaw $25M annual spend and managed more than 150 local and international suppliers. Delivered $3.5M in cost savings through strategic sourcing, supplier rationalization, and implementation of continuous improvement initiatives. Introduced an annual category review and competitive RFQ process, improving transparency, vendor performance, and cost competitiveness. Designed and implemented data-driven reporting tools that drove a $5M reduction in finished goods and raw material inventory. Developed MRP and VMI programs that optimized safety stock, reduced inventory by over 50%, and improved on-time material availability. Led full implementation of SAP Business One 9.0 for purchasing and scheduling, creating standardized procedures to support rapid organizational growth in a dynamic, fast-paced environment.

Reported to the Director of Commodity Management with full supply chain responsibility for aftermarket accessories, including carrying solutions, retail display units, and power accessories. Extensive collaboration with Asia-based manufacturing partners through QMS and social responsibility audits, as well as quarterly business reviews (QBRs). Led a 15-member cross-functional team across engineering, marketing, and operations for successful new product introductions (NPI) and market launches. Managed high-volume commodity growth and demand fluctuations, minimizing liabilities while maintaining competitive pricing and continuous supply. Developed and implemented a comprehensive RFQ process, encompassing bid creation, evaluation, negotiation, and vendor selection—resulting in transparency, efficiency, and stronger internal alignment. Drove innovation and cost reduction through proactive vendor sourcing and the introduction of new materials and technologies. Conducted vendor QBRs to review performance scorecards, establish improvement plans, and strengthen long-term supplier relationships. Achieved an exceptional on-time launch record for multiple accessory programs supporting major global smartphone releases.

Promoted rapidly through multiple roles (Junior → Intermediate → Senior Buyer) within one of the world’s largest confectionery companies. Reported to the CEO and led procurement activities for all technical and indirect categories supporting startup and full-scale operations of a world-class production facility. Played a key role in the greenfield startup of a 900,000 sq. ft. manufacturing plant representing $300M CAD in capital investment and 700 employees (Phase I). Managed $40M in annual indirect spend across 400+ suppliers, covering capital projects, machinery, MRO, packaging, injection molds, IT, health and safety, and facility services. Built and led the indirect supply chain function from the ground up, implementing disciplined procurement processes and supplier management frameworks. Directed system implementation and integration of Avantis and SAP procurement modules to enable enterprise-wide purchasing control and transparency. Achieved consistent cost savings through strategic sourcing and supplier negotiation while ensuring reliability and compliance in all categories. Recognized for rapid advancement and leadership—promoted twice within four years based on performance and impact.

Graduate

Co-op Courses include: Marketing, Operations Management, Financial and Managerial Accounting, Finance