STEVEN D. WELSH, C.P.M 734-355-8360 Page 2
ZELEDYNE GLASS OPERATIONS, LLC
(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)
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
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 &
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
(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.
Coached multi-business unit buying teams in Integrated Supplier effort delivering $1.2M in savings &a budget / headcount reduction of $250K.
Initiated programs to improve delivery of product under DOD, D FAR standards.
Mentored buyers and quality team to championed bulk pack
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:
Reduced supply base by 15% in 2006.
PPMs reduced from 825 to 450.
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.
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.