Michael G. Patton

Senior Procurement/Project/Materials Management Professional

I have extensive experience managing procurement, logistics, materials, inventory, and project management teams for more than 50 Fortune 1000 organizations as a practitioner and consultant. I have designed, developed, and implemented innovative and effective project, strategic sourcing, supply chain, and materials management strategies and programs that have produced significant cost savings and process improvements. Successfully managed capital and transformational projects in multiple locations, exceeding corporate goals and objectives. Conducted business process assessments and spend analyses to identify, target, and capture significant cost savings and process improvements. Utilizes market intelligence and data analytics to develop strategies to effectively manage major commodity categories and integrates theory and practices in creating and executing innovative approaches resulting in operational excellence. I am a skilled project manager, negotiator and administrator of multimillion-dollar contracts, and assists corporate-level operations with formulating long and short-term strategies and forecasting future price trends and market trends for critical-purchase materials, equipment and services.

WORK EXPERIENCE

Principal Program/Project Manager Parsons, Houston, TX.

Provides direction and management for medium to large-sized projects and ensures on-schedule completion within or below budget in accordance with contractual obligations. Responsible for the scope development, scope management and commercial performance of projects to meet all project goals and objectives for major clients and potential clients. Plans and defines program goals and devises methods to accomplish them. Develops in-depth knowledge of client objectives, contract terms, and corporate policies. Conducts project review meetings with the client and ensures all schedules, budgets and expectations are met. Leads teams’ responsible for market research, development and deployment of best practices solutions involving and utilizing dashboards and track and trace technologies that incorporate mobile and other current technologies that will improve operational efficiency across the enterprise, reduce total operational costs and provide real time visibility into all global operations.

Currently working with Shell and other global Fortune 500 companies as a program manager for the development and deployment of global dashboards, track and trace technologies and solutions that drive operational and capital efficiencies throughout their global organizations utilizing state-of-the-art mobile, RFID, TTS, GPS software and tools to provide accurate and current reporting on key metrics including spend, personnel, materials, procurement and project management. These solutions allow organizations to have immediate information regarding operational, budget, project and supplier performance at a global, regional and local view and are game changers in the world of immediate information access, analysis and communication. Utilizing this dashboard will result in improved process efficiency related to materials, personnel and equipment management across the enterprise, resulting in reduced operating and construction costs and improved operational efficiency.

Additionally, utilizing mobile, bi-directional technology provides local operations with the ability to receive schedule and safety alerts, BOMs, materials and equipment status. Team members have access to relevant project data, KPIs and Business Intelligence (BI) required to execute safe and efficient operations using any device, anywhere and anytime. Personnel are able to utilize mobile technology (e.g. Smart Phones, iPads, etc.) to access the global dashboard and to obtain updates and current performance metrics immediately regardless of their location.

Built-in workflow, communications and RFID, QR and Barcode technologies provide timely and accurate knowledge of supply chain and personnel productivity. Material and equipment, status and location, Hands on Tools as well as tool and equipment utilization are now monitored in real time with irregularities flagged for review. Through the use of Trace & Trace and dashboard technologies, safety and productivity reach previously unobtainable levels.

Additional duties and responsibilities include overseeing the establishment of Project Execution Plan, Health and Safety Plan, Quality Assurance/Quality Control Plan, and other documents as required. Establishes program requirements for all areas of projects and monitors the deliverables for adherence to these criteria. Plans, directs, supervises, and controls the execution of all business, technical, fiscal and administrative functions of the assigned project. Assigns responsibility for executing project plans to key subordinates after careful assessment of how to best utilize their qualifications and strengths. Mobilizes resources to create project teams capable of completing effective, quality work on time and budget. Works with key stakeholders to develop budgets, schedules, and plans for the various elements of a project. Ensures that all projects meet or exceed goals established in these plans. Promotes technical and commercial excellence on projects through application of Quality Assurance processes. Monitors and reports to internal and client management on the progress of all project activity within the program, including significant milestones and any conditions which would affect project cost or schedule.

Team Leader, Procurement and Supply Chain Management Services, Maine Pointe, Boston, MA. Responsible for leading teams responsible for developing, managing, and implementing best practice supply chain, logistics, and material management solutions for global clients. Developed collaborative solutions that provided sustainable cost savings programs through training, utilizing best practices for strategic sourcing of direct and indirect materials and services, and implementing new organization structures. Managed more than 20 team members in transforming a major global petrochemical company’s field logistics organization (lodging, aviation, and ground transportation) headquartered in Calgary, Alberta, by developing and implementing a new organization structure; developing and implementing new contracts, sourcing methodologies, dashboards, scorecards and tools; and providing training and support for the organization. Key deliverables included transforming the field logistics and procurement organizations, providing managers the ability to have vision into their organization and all key activities, developing and managing cross-functional teams, and reducing the overall number of full-time equivalent employees and operating costs as a result of the transformation and sourcing results. Managed and actively participated in a business transformational project with a global manufacturer and distributor of HVAC-related materials and equipment for both commercial and residential markets. The project included training on best practices for sourcing and logistics, strategic sourcing, and providing a purchasing management operation system for a global organization that had more than 40 manufacturing locations throughout the world operating on a decentralized basis. Identified and prioritized more than 30 sourcing projects, having developed cross-functional teams with all key stakeholders and their corresponding senior management. Identified savings from benchmarking, supplier discussions, and other methods that would exceed high-end savings targets for all categories. Developed and implemented a variety of reporting tools and dashboards to provide current progress reporting for all project and transformational activities.

Senior Vice President, Supply Chain Management Services. The Tagos Group, Houston, TX. Responsible for developing, leading, participating, and implementing best practice supply chain and material management programs and solutions for global clients. Developed, provided, and managed business transformational activities that included spend analyses, skills analyses, business process assessments, process flow analyses, subject matter expertise, category and supplier relationship management, total cost of ownership, and lean six sigma events. Provided internal and external training, thought leadership, subject matter expertise, business development support, and account relationship management. Worked collaboratively with clients to transfer knowledge and expertise when developing and providing solutions to global clients. Managed major accounts, including Chevron and Schreiber Foods, to ensure successful performance of all team members and to grow the business as a result of exceeding all deliverables. Developed, recommended, and implemented a best practices contracting and spend channeling strategy for all Chevron’s aviation spend by conducting a spend analysis and working collaboratively with Chevron’s corporate leadership, legal, risk, and category management teams to reduce spend and mitigate risk. Developed and implemented contracting, sourcing, and spend channel strategies working with the aviation team for all capital expenditures and maintenance, repair, and operations. Reduced the number of supplier-managed and client-owned stock yards stocking exploration and production material from more than 70 down to 25 in 2011 and 13 in 2012. Developed and implemented a strategy and reporting tools to reduce investment in nonperforming assets while maintaining required service-level agreements. The program resulted in a significant reduction in investment in nonperforming assets while establishing new contracts to optimize sourcing, inventory, and returns for all capital expenditures and operating materials required for the business unit. Developed and implemented a sustainable preservation program that included processes and procedures for preserving, storing, and maintaining capital equipment and materials stored in third-party and company-managed storage facilities.

Vice President, Supply Chain Management. Corbus, LLC, Dayton, OH. Responsible for providing supply chain, procurement, and strategic sourcing management, thought leadership, subject matter expertise, best practice program and solution development and implementation, business development support, and account relationship management. Developed strategies and programs to provide effective solutions and services to clients. Key accomplishments include delivering cost savings to a defense contractor that provided a 6X return on investment versus service fees. Developed and implemented a global “one-stop shop” source-to-pay program for Procter & Gamble for administrative services, working in all countries, languages, and currencies, overseeing a global support team and resulting in average savings of 23 percent on $75 million of spend. Assessed GE Aircrafts’ global supply chain for “C parts” and presented recommendations that were accepted and implemented, resulting in cost savings and process improvements. Managed multiple global account teams that provided purchasing, accounting, and business process outsourcing services to multiple clients, including GE Aircraft, Procter & Gamble, DRS Technologies, Tesco, Bristol-Myers Squibb, Cincinnati Bell, and Schreiber Foods.

Senior Sourcing Director. Resources Global Professionals, Milwaukee, WI. Developed, managed, and implemented programs and cross-functional teams in order to deliver immediate cost reductions and process improvements in both direct and indirect materials and services for Fortune 1000 organizations. Developed, implemented, and participated in strategic sourcing and commodity strategy programs at Clorox for all direct, indirect, and contract manufacturing; value creation; and best practices. Developed a supply chain professional development program and conducted a skills analysis of supply chain staff. Formed and managed an on-site team to source 182 synergy sourcing projects for Integrys Energy, a public utility created from the merger of two major utilities. Exceeded a two-year synergy savings target of $10 million within the first 12 months of the project. Synergy sourcing goals and objectives included providing supplier and item rationalization, developing and implementing sourcing best practices, and obtaining synergy cost savings.

Director, Supply Chain Management, Johnson Controls, Inc., Milwaukee, WI. Developed strategic alliances and national agreements for services and products for internal and external customers and created and executed strategies designed to improve processes and productivity and reduce material and service costs. Directed and led all business, procurement, and program management activities necessary to support key global client operations, including creating and implementing efficient procurement solutions to drive change in business processes. Provided thought leadership and developed and managed the overall facilities maintenance business unit procurement strategy and programs. Represented and demonstrated supply chain subject matter expertise at all initial client meetings. Provided strategic procurement programs and services to existing and potential facilities maintenance accounts that leveraged an indirect spend of $4.5 billion. National agreements and strategic alliance partners included Pfizer, Kodak, Nortel, 3M, JC Penney, Shell, Intel, Hewlett-Packard, CSC, Timken, Chef Solutions, DHL, T-Mobile, ExxonMobil, Key Bank, Hoffman La Roche, Baxter, GlaxoSmithKline, AK Steel, BP, Exxon, AT&T, General Motors, and SBC.

President and Chief Executive Officer and General Manager. Prosero (FacilityPro), PurchasingFirst, and MiniorityAmerica. Merged PurchasingFirst.com with FacilityPro and became general manager of the consulting services division. (MinorityAmerica was spun off to investors). Provided thought leadership, directed and managed multiple services and activities, and led the effort to secure new clients in business processing outsourcing and consulting. Responsibilities included profit and loss and administrative duties associated with start-up and management of the company. Led and participated in all projects. Created and developed innovative tools, processes, and methodologies to provide best practice supply chain management services to a variety of industries. Developed and implemented a comprehensive procurement E-commerce platform and a Web-based expenditure analysis tool. Directed, managed, and performed best practice supply chain, procurement, logistics, process mapping, expenditure analysis, outsourcing, and project and relocation management to a variety of clients. Conducted business process assessments to identify improvement opportunities specific to clients’ direct and indirect spend. Comprehensive assessments included expenditure analyses, process and systems analyses, procurement skills assessments, contract analyses, supplier rationalization, and compliance analyses. Held strategic sourcing management responsibility for client commodities exceeding $1 billion in spend across all accounts. Developed and implemented programs that resulted in winning new or retaining existing business with companies that included Lucent, Celestica, HB Fuller, HP, Exelon, Avalon Bay, Shriner’s Hospital, KB Home, Firmenich, Premcor, Agere, TriQuint, NUI, EMCO, Lockheed Martin, Smiths Aerospace, Wareforce, Time Warner, Pirelli, Bob Barker Company, Cardinal Health, ConAgra, INS, JP Morgan, the state of Pennsylvania, MSHA, CompuServe, Pacificare, John Deere, Union Bank of California, Summit Bank, Northwestern University, Bank of America, Yale University, Bank of Scotland, Capital One, Bovis Lend Lease, and American Pacific State Bank.

President and Chief Executive Officer and General Manager. Celestica/Lucent Technologies Consulting and Outsourcing Project, Columbus, OH. Lucent selected PurchasingFirst to provide a 47-person team responsible for managing approximately $1.5 billion in annual expenditures. Developed an implementation plan and recruited a highly educated and expert material planning team of 25 personnel to assume the duties of 56 Lucent employees within three weeks. The team completed a rigorous training program, learning multiple systems and beginning working on site less than 10 days after the agreement was signed. Reduced full-time staff from seven to two and took ownership of multiple payables problems, bringing the total cost of unresolved invoicing issues down from $28 million to approximately $300,000 in less than four months. Later assumed all quality control duties, resulting in further reductions in Lucent staff. Key activities and accomplishments included a 40 percent reduction of staff and associated costs; immediate improvement in productivity; sequencing and staging of all deliveries; invoice management tools designed to reduce discrepancies and facilitate the flow of purchase orders; forecasting to ensure current production and inventory levels of raw materials; continuous process improvement, cost reductions, and optimization of all supply chain components; assumption of other positions and duties within the organization based upon performance, cost, and ability to rapidly deploy qualified personnel; and generation, analysis, and management of comprehensive reporting for all purchasing, logistics, and materials management activities.

Vice President and Manager of Purchasing, Material Logistics and Administrative Services. Huntington National Bank. Responsible for managing and transforming purchasing, food service, mail services, relocation management, inventory control, warehousing and distribution, facilities maintenance, and records retention. Developed, initiated, and implemented a strategy to centralize purchasing and implement an electronic system for ordering materials and services at all offices located in 16 states, which resulted in an annual reduction of costs of $4.7 million. Implemented a strategy to fully leverage total spend to gain the maximum value by using national, regional, and local material and service contracts, resulting in a net reduction of more than $3 million over a two-year period. Consolidated and centralized warehousing and purchasing operations in four states that reduced operational costs by more than 30 percent. Implemented programs in the mail services area to consolidate multiple operations and obtain more efficient mail processing equipment that resulted in improved productivity and a net annual savings of $825,000. Restructured the purchasing, office services, and central supply departments to improve their efficiency and productivity and to increase their volume of work by 40 percent while decreasing the size of these departments by 25 percent.

Director of Materials. Cardinal Lodging Group. Directed materials and procurement activities and established ongoing programs to specify materials, supplies, construction services, and maintenance procedures to support 215 hotels and other Cardinal Lodging Group activities. Managed a logistics, purchasing, and materials effort to support the opening of 60 hotels in one year. Implemented new programs and procedures to test, evaluate, and implement alternate procedures, products, and services. Developed strategic sourcing programs and negotiated and administered contracts for construction, materials, and maintenance, repair, and operations items to provide direct support for operations nationwide. Reduced operating costs for key commodities by 19 percent. Designed and developed a cost-effective program to renovate more than 14,000 hotel rooms located in 23 states within 12 months. Achieved significant cost reductions and product improvements during bankruptcy, working under a cash on delivery basis with all major suppliers.

Purchasing Project Director/Manager. Jacobs Engineering and CRSS Construction. Responsible for managing multiple domestic projects (e.g., World Financial Center, European American Bank, New York Times/Family Circle, et al) involving procurement, construction, installation, relocation management, logistics, warehousing, accounting, shipping, receiving, and inventory management services. Major category responsibilities included capital equipment, technology hardware and systems, security systems, and furniture, fixture, and equipment. Developed terms and conditions, requests for proposals, prequalification forms, operations procedures, inspection procedures, and status reports to support project activities. Developed negotiation strategies and led cross-functional negotiation teams. Interfaced with various architect/engineer design firms and facilities engineering departments to ensure construction schedules and specifications were maintained. Managed and organized multiple projects for new and existing facilities totaling more than $1 billion. Delivered all projects on time and under budget. Managed teams of more than 50 procurement, IT, logistics, and materials management professionals. Developed and implemented an inventory control and asset management system using bar code technology to track materials and reduce loss of materials on job sites.

Project Manager and Materials Manager. Celanese Chemical Company, Bishop, TX. Managed four construction projects totaling $90 million in capital expenditures. Managed two contractor purchasing and material groups that coordinated corporate and direct procurement and materials management of project materials. Delivered all projects on time and on budget. As materials manager, managed more than 16,000 items valued in excess of $8 million. Established programs to improve efficiency, reduce theft, and lower inventory carrying costs by 25 percent over a 12-month period.

Corporate Buyer, Capital Equipment. Baxter, Deerfield, IL. Developed and managed a global capital equipment buying group. Worked directly with and in support of facilities engineering, research and development, and corporate manufacturing groups. Served as project leader with responsibility for coordinating all purchasing requirements, administering contracts, managing logistics, and providing inventory control for domestic and foreign manufacturing facilities. Reduced costs for all sanitary pipes, valves, and fittings; pumps; motors; and filling equipment by an average of 18 percent through strategic sourcing and developing alternative suppliers for all major commodities and capital expenditures.

Economist, Purchasing Agent and Purchasing Project Manager. Shell Oil and Shell Chemical Company, Houston, TX. As purchasing agent and purchasing project manager, functioned as the sole Shell purchasing representative on a 200-person start-up team for a $600 million olefins plant. Joined the team when the project was 35 percent mechanically complete, with a mission of providing procurement and materials management for all initial maintenance and operations materials required for start-up. As economist, performed intensive commodity reviews of Shell’s purchased materials to help formulate long- and short-term purchasing strategies, forecast future price trends, and analyze the impact and availability of alternative products. Intensive commodity review projects examined factors that impacted supply and demand, operating rates, historical prices, financial trends, cost and profit structures, and the capacity utilization of specific industries.