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VP Operations Supply Chain in Detroit MI Resume Steven Welsh

VP Operations Supply Chain in Detroit MI Resume Steven Welsh

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Published by StevenWelsh
Steven Welsh is a highly analytical VP Operations Supply Chain leader with transformational skills and multi-cultural background. He is open to relocation for the right opportunity.
Steven Welsh is a highly analytical VP Operations Supply Chain leader with transformational skills and multi-cultural background. He is open to relocation for the right opportunity.

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Published by: StevenWelsh on May 06, 2013
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05/10/2013

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STEVEN D. WELSH, C.P.M.
 
Plymouth, Michigan
 –
But Open to Relocation
 
VICE PRESIDENT / DIRECTOR OF PROCUREMENT & SUPPLY CHAIN
Strong Breadth & Depth of Experience to achieve peak performance in an Organization
Highly analytical VP Operations Supply Chain leader with transformational skills and multi-cultural background.
Global
experience in the United States, Europe, Asia, and Latin America. Experienced in strategies /negotiations. Demonstrated leadership in creating / reorganizing global purchasing functions in complex /developing markets with a strong emphasis on team building / continuous improvement. German languageexperience. Competencies include:
Strategic Operations Planning eCommerce ApplicationsGlobal Commodity Management Integrated Logistics Management Near Shore - Insourcing / Low-cost Country Sourcing / Systematic Cost ReductionLeadership, Coaching, Collaboration, Mentoring Supplier Quality (SQA)Manufacturing Startup, Merger, Acquisition, Bankruptcy 
 
Reside in Metro Detroit but open to relocation
 
CAREER HIGHLIGHTSPROQUEST, LCC
……………………………………………………………………………………………..2011
-Present
(In the information technology industry, built on the legacy University Microfilm Printers of Ann Arbor (UMI),ProQuest is the largest provider of educational research materials in the world. They are privately held by theCambridge Information Group alon
g with Navteq and Sotheby’s Institute of Art)
 
Sr. Director Procurement and Supply Chain
Engaged by the Chief Financial Officer to develop/coach/lead new Procurement team building a greenfieldshared service organization post the merger of 4 globally diverse business groups.Coached and mentored disparate business units leveraging savings in the first year of the organizationachieving 11.1% savings based on addressable spend collaboratively driving new agreements in handwith IT & the BUs.
o
Evaluated & top graded organization reducing size & developing department of 10 global resourcesin a new environment based on systems, process, & continuous improvement.Launched global procurement system bolt on augmenting existing Oracle ERP system with a SaaSbased tool replacing manual processes. This was deployed in 5 months & under budget.Collaborated with IT to rationalize equipment vs. Cloud based strategies in a Big Data environment.
BORDERS GROUP, INC
……………………………………………………………………
Bankruptcy
 
….
2010-2011
Prior to its bankruptcy Borders was the second largest book retailer in the United States with $1.5B revenue,1100 locations, on line dot com operations, 6 distribution centers and return operations)
Director Procurement Facilities and Supply Chain
In a distressed environment working for the Executive Vice President of Store Operations coached &challenged Procurement & Facilities to increased levels of operational support of Stores, DCs & Logistics.Exceeded 2011 goal delivering programs over target with
159%
operational savings via resourcing,improved cash flow & payment practices in a pre/post bankruptcy environment.
o
Enabled CI initiative reducing operational costs for rubbish removal resulting in $2M savings, &improvements in revenue via recycling $250K.
o
$1.5M Reduction in IT project spend & $410K change in equipment initiative.
o
Loss Prevention - Reduced Armored Car Costs 15% & Alarm costs 28% via technology.Reduced transactional processes in a Lawson system reducing support staff by 12% improving budget.Executed cash preservation - Maintaining 98% non-merchandising suppliers on terms during Chp.11.
 
STEVEN D. WELSH, C.P.M 734-355-8360 Page 2
 
ZELEDYNE GLASS OPERATIONS, LLC
……………………………………………………
Bankruptcy
 
.2007-2010
(Until its bankruptcy a privately held multibillion-dollar glass producer with operations at multiple sites in North America. Headquartered 
in Allen Park, Michigan. This is a “carve out” operation
- former Ford/Visteon Glass)
Director Procurement
Created a multi-plant procurement with a team of 26 focused on strategic sourcing initiatives while
 
reporting tothe Vice President Supply & Logistics. Developed team from a
start-up 
organization mentored buyers/agentsresponsible for Direct & Indirect Material, Services, & Capital across a $650M supply base.
Team Development, Start Up Operation, Developed Strategy & Successfully Deployed ERP System
Developed team, 5% under budget, to leverage multiple commodities resulting in $11.1M in savings thefirst year of operation producing product to automotive, DOD, DCAA, & D FAR requirements.Delivered on time simultaneous ERP deployment of QAD - MFG Pro in
4 plant start up for production 
.This included the EAM module for in-plant blue collar MRO spend.
 
Coached buyers in key negotiation strategies for Energy, Sand, Soda Ash, Vinyl, & Transportationresulting in an additional $3M in savings into 2009.Initiated travel strategy leading to 18% reduction in car rental spend, 7% reduction in air travel spend ina major city hub for 2010 & hotel reduction of 10% in top city pairs.Created Indirect Strategy &
5S
Indirect Materials strategy resulting in reduction of supply spacerequirements & removal of discontinued ancillary product. Returned $5.5M ( cash ) from inventoryreduction & generated supply chain savings of $556K out of $10M in spend.
GKN SINTER METALS
…………………………………………………………………………………………..
2006-2007
 
(Until its restructuring a
$1.1B division of the GKN PLC. an 8€ Billion global supplier with 30,000 employees
 providing products for aerospace / defense, off highway, & driveline applications. Sinter Metals is the $1.1Bdivision of GK. Sinter operates globally in the Tier 1&2 environment supplying conrods, bearing caps,transmission carriers, & other industrial products)
Vice President Supply Chain Americas
Reporting to the President of Sinter N. America with a matrix relationship to the Global Procurement Director,consolidated & coached professional staff of 55 responsible for Direct & Indirect Materials, Supplier Quality Assurance, & Materials Planning / Logistics. Responsible for Supply Chain groups across 20 plants inCanada, Argentina, Brazil, & the United States. The combined annual spend was $750M.
Direct & Indirect Materials Procurement
Restructured Supply / Chain Group by transforming organization from tactical plant based buying teamsto a center-led procurement group focused on key commodities in Americas.
 
Established commodity based procurement delivering savings 25% over budget 2006. Eliminated$1.1M deficit to budget. Doubled the savings goal for 2007.
o
Coached multi-business unit buying teams in Integrated Supplier effort delivering $1.2M in savings &a budget / headcount reduction of $250K.
 
o
Initiated programs to improve delivery of product under DOD, D FAR standards.
 
o
Mentored buyers and quality team to championed bulk pack
recycling
program netting $1.4M inprogram savings, program nominated for corporate green
( environmental ) award
.
 
Top graded professional staff netting improvements via staff reduction 12% & reduced budget $325K.
 Supplier Quality Assurance
 –
Realigned SQA with Plant Quality
Standardized roles & responsibilities within SQA & Quality by changing tactical focus of SQA.Created greater focus on supplier development, Continuous Improvement ( CI ), & VA/VE resulting in:
 
o
Reduced supply base by 15% in 2006.
o
PPMs reduced from 825 to 450.
o
SQA has a new $1.5M VA/VE goal for 2007.
 Logistics & MP/L
Reduced the Logistics group by 50% utilizing reorganization with better utilization of our 3PL.
 
o
Obtained cost reductions of $1.2M for 2007 from 3PL provider via bid & CI events.
 
Reduced plant inventories 14% improving plant inventory turns.Initiated supplier payment terms change which
improved cash position
by $31M over goal of $65M.

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