Raine Foulet

• Lead category management for Continental Tire (exclusive scope) across Non-Production Materials, including Business Services (Marketing, Legal, Consulting, Finance, Travel, Medical, HR), Information Technology, and Freight & Warehousing, with ~1B in annual spend.
• Lead a team of 16 procurement professionals overseeing Freight & Warehousing and Business Services & IT across the Americas, with direct reports in Brazil, Ecuador, Mexico, and the United States.
• Partner with global procurement leadership to define and execute strategic initiatives, deliver cost savings, and ensure strict compliance with corporate policies, controls, and governance standards.
• Develop high-performing teams through clear objectives, coaching, talent development, performance reviews, and strategic alignment routines.
• Collaborate with regional and local F&W and BS&IT leaders to shape sourcing strategies, lead complex negotiations, unlock cost efficiencies, and maintain policy compliance.
• Own supplier performance management across F&W and BS&IT, ensuring service excellence, continuous improvement, and effective issue resolution.
• Leverage SAP and AI-enabled automation to authorize, monitor, and control purchase orders and consumables spend, strengthening governance and efficiency.

Key Achievements (2025)

• Delivered 5M in Freight & Warehousing savings through First-Time Buy (FTB) and Repetitive Purchase Cost (RPC) initiatives.
• Achieved 8M in Business Services & IT savings via FTB and RPC optimization.
• Led the separation and realignment of hundreds of supplier contracts during the Automotive spin-off, ensuring a clean contractual transition and uninterrupted operations for Continental Tire.

• Led a cross-functional procurement organization of 19 professionals overseeing Freight & Warehousing, Facilities Management, Environmental, and Canteen Services across Continental’s North American footprint, spanning 100+ locations and three business sectors (Tire, Automotive, Contitech).
• Drove regional and global sourcing strategies in partnership with senior stakeholders to deliver sustained cost savings, operational excellence, and full policy compliance.
• Built and developed high-performing teams through clear goal-setting, coaching, and disciplined performance management.
• Owned supplier performance and complex negotiations, ensuring service quality, cost efficiency, and effective issue resolution.
• Leveraged SAP and AI-enabled automation to strengthen governance of purchase orders and consumables spend.

Key Achievements

• Delivered 22M in Freight & Warehousing savings (2024)through First-Time Buy (FTB) and Repetitive Purchase Cost (RPC) initiatives.
• Achieved 3M in Facilities Management savings (2024) via FTB and RPC optimization.
• Exceeded annual savings targets by 170% (2024), establishing a global benchmark across Continental.

Key Achievements

• Led a post-pandemic supply chain turnaround by owning end-to-end demand planning and customer logistics for the Americas across Aftermarket (AAM) and Automotive OE.
• Directed planning for 50,000+ SKUs across multiple plants and regions, navigating extreme volatility, capacity constraints, and raw-material shortages.
• Led a distributed organization (3 Plant SCMs, 6 planners) across Brazil, Mexico, and the U.S., driving consistent execution and stakeholder alignment.
• Oversaw ~200M in finished goods inventory, balancing service levels, working capital, and manufacturing efficiency.
• Designed and owned a resilient SIOP process to accelerate decision-making, improve governance, and stabilize supply performance.
• Rebalanced production across countries and plants to overcome constrained raw-material supply and protect customer deliveries.
• Turned OTIF from 60% to 90% (AAM) and achieved 98% OTIF (OE).
• Increased inventory turns from 4 to 7 (AAM) and 8 → 10 (OE).
• Improved forecast accuracy from 60% to 85% by deploying advanced SAP models combining historical data with customer demand and inventory signals—especially challenging in the high-variability AAM environment.
• Reduced excess inventory by 20%, improving working capital efficiency and plant productivity.

Key Achievements

• Led end-to-end North American supply chain operations, aligning financial and operational plans to improve customer service, profitability, and working capital.
• Owned the RDC network across the U.S., Mexico, and Canada, with full accountability for footprint strategy and 3PL performance.
• Defined and executed regional supply chain and SIOP strategies, improving service levels, inventory health, and cost efficiency.
• Drove major transformation initiatives, including new warehouse launches, network optimization, and layout redesigns.
• Owned inventory, logistics, and transportation strategy, including MRP parameters, forecasting models, budgets, and contract negotiations.
• Improved OTIF by 20% across North America.
• Delivered significant annual cost reductions, including manufacturing shifts to lower-cost countries.
• Met or exceeded inventory and balance-sheet targets while strengthening supply resilience.

Key Achievements

• Led end-to-end supply chain operations for OEM and aftermarket businesses, encompassing customer service, production planning, procurement, import/export, and logistics.
• Managed a multi-layer organization with 5 direct reports and 40 indirect reports, driving execution discipline across planning, manufacturing, and fulfillment.
• Stabilized and strengthened inventory integrity, improving accuracy from 70% to 99% and consistently meeting corporate targets over multiple years.
• Drove digital and process transformation, implementing SAP enhancements and automation to eliminate manual errors and improve operational efficiency.
• Integrated demand planning with manufacturing and fulfillment, improving responsiveness, inventory positioning, and service performance.
• Served as Interim Plant Manager, strengthening operational control and contributing to working capital improvements.
• Earned GM Supplier Quality Excellence Awards (2013–2015) and maintained Ford Q1 status, reflecting best-in-class execution and customer satisfaction.
• Reduced premium freight costs through improved production sequencing, inventory planning, and cross-functional coordination.

Key Achievements

• Improved delivery performance for key OEM customers including Ford, GM, Daimler, and FCA (now Stellantis) through tighter logistics execution and inventory management.
• Led end-to-end logistics operations spanning warehouse management, transportation, customer service, procurement, and production planning.
• Managed a multi-layer team with 7 direct reports and 20 indirect reports, ensuring execution discipline and on-time delivery to production lines.
• Implemented lean logistics practices, reducing raw material and component inventory by 30% while protecting production continuity.
• Designed and deployed a tugger train system, accelerating component flow to production lines and preventing production downtime.

• Managed OEM supply chain planning and customer service for major automotive customers including Ford, GM, FCA (now Stellantis), KIA, Nissan, and Toyota, ensuring inventory control, schedule adherence, and on-time delivery.
• Coordinated demand, inventory, and production plans to meet OEM requirements while balancing service levels and working capital.
• Designed and implemented warehouse layout optimizations, increasing storage capacity, improving material flow, and supporting production and fulfillment efficiency.
• Served as SAP SD Key User, supporting system configuration, user adoption, and process standardization across order management and logistics functions.