Supply Chain Plant

STEVEN D. WELSH, CPSM, C.P.M. Plymouth, Michigan

Cellular: 734-***-**** • **********@************.*** Linked In: Linked In Here

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 language experience. Competencies include:

• Automotive Manufacturing, Assembly • eCommerce, IT, Facilities, Data Services

• Global Commodity Management • Integrated Logistics Management

• Near Shore - Insourcing / Best Country

Sourcing / Systematic Cost Reduction

• Leadership, Coaching, Collaboration, Mentoring

• Supplier Quality (SQA)

• Startup, Merger, Acquisition, Bankruptcy

• Manufacturing, Services

CAREER HIGHLIGHTS Truven Health Analytics ( IBM Watson ) 2014 -

(Recently acquired by IBM Watson the $1.5B flagship a Big Data/IT provider of healthcare information, predictive analytics & consulting. We provide customers with cloud based tools & data to improve healthcare quality and access, as well as reduce costs utilizing lean principles based on Toyota Operating Systems) Director Purchasing and Supply Chain

Reporting to central procurement created a new center led organization leading medical Production and Indirect Procurement. Within a “Greenfield Opportunity” created teams, develop strategy within multiple business groups forged from acquired / disparate entities.

• Created teams & interdivisional strategy across business creating savings across teams/locations o ( Savings Year End 2017 - 10.1% to 14.3% depending on commodity ) o Initiatives include: IT, Facilities (Maintenance/New office build), Travel, Marketing, & Finance

• Consolidated team across 3 international regions commonizing process, systems & support within IBM Plymouth Rock, LLC – Operations Supply Chain Consulting 2010 - 2013

(Engaged sourcing teams contracted in multiple production / indirect ( MRO ) commodities reducing cost in supply chain Manufacturing, Assembly, IT, in transplants, start-ups, & bankruptcies in multiple industries. Sr. Director Supply Chain Practice Lead

Automotive Chemical industry private equity spinoff: ($1.1B) - Embedded within IT developed transitional strategy for IT agreements from former parent to new entity. Saved $5.9M. Retail IT Provider to Consumer – Web / Big Box ($1.5B entity, 2nd largest) – Retained by SVP of Operations to engage the supply chain group.

• In declining operations delivered programs over target with 159% operational savings via resourcing, improved cash flow & payment practices in a pre/post-bankruptcy environment.

• Enabled CI initiative reducing operational costs resulting $2M savings, & $250K CI improvements

• $1.5M IT Reduction project spend & $410K change in equipment initiatives Government - 8th Largest US County: ($2B entity) - Advising the CIO embedded in IT to evaluate county Financial & Procurement process and systems.

• Procure to Pay Sys, Gap Analysis, Intro-Industry Practice, Process Map-$7M SW deploy - Saved $850K. ZELEDYNE GLASS OPERATIONS, LLC Bankruptcy 2007-2010

(Until its bankruptcy a privately held $1 billion-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 and Supply Chain

Created a multi-plant procurement with a team of 26 focused on strategic sourcing initiatives while reporting to the Vice President Supply & Logistics. Developed team from a start-up organization mentored buyers/agents responsible 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 the first 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, & Transportation resulting 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 in a 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 space requirements & removal of discontinued ancillary product. Returned $5.5M ( cash ) from inventory reduction & 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 $1.1B division of GKN. 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 in Canada, 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 teams to 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 in program 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. STEVEN D. WELSH, C.P.M 734-***-**** Page 3

TI AUTOMOTIVE ( BUNDY TUBE ), Warren, MI 2004-2005

(A Tier 1 & 2 Automotive Supplier fluid carrying systems with revenues of $2.4B and 32,000 employees. They supply a variety of systems supplying fuel & fluid tubing, HVAC modules, fuel delivery, and refrigeration. TI also hydro-forms parts through their Vari-Form division) Director Purchasing

Direct recruited to team reporting to the VP of Global Fluid Carrying Systems, managed team for Indirect Materials, Capital, & Logistics in Mexico, Canada, and the US responsible for creating strategies in the center-led supply chain group on a regional & global basis. Created comprehensive change in Supply Chain Management, Logistics Management & Supplier Quality.

• Collaborated with BUs creating center-led N. American purchasing of indirect material & services. o Established cross functional teams targeted & reduced material cost for selected commodities 20%. o Achieved 6% ( $11M ) savings in 2005.

• Led sourcing activities in low cost countries achieving cross plant standardization of product, leverage of spend & savings within commodities of 5.1 to 10.1%.

• Developed global logistics concept with regional savings of up to 25%, bid resulted in savings of $2.1M. ARVINMERITOR ( ROCKWELL 1998-2004

(An $8B Tier 1 supplier with 31,000 employees, 125 plants in 25 countries. They supply products for the heavy vehicle ( truck / trailer ), light vehicle ( pass car ) & aftermarket support) Global Manager, MRO, Capital, & Services 2001-2004 Reporting to Sr. Director of Administration, managed group of 10 direct & 25 indirect, responsible for global strategy for indirect spend totaling $1.3B in annual purchases. In a newly merged organization transitioned Indirect Group globally leveraging spend in multiple commodities within MRO, Capital, & Logistics.

• Initiated global strategy & roll out of eCommerce applications during merger including standard processes, vendor managed inventory ( VMI ), eBidding, eRFQ, eRFI, & eCatalogs. o Launched eProcurement for blue collar orders reducing administration & headcount. o Media Recognition – Collaborated with business units leading team to first hosted on line auction with Covisent gaining ARM global recognition in Forbes Magazine feature article.

• Outsourced staffing initiated a bid for integrated supplier for $54M for 8 heavy truck plants. o Saved $4.2M in first & second year. Reduced plant inventory & returned $7M in cash to business.

• Deployed to Europe - Mentored, coached, and led international team bringing centralized systems, processes, & procedures to procurement in Europe.

o Resulted in on time consolidation of procurement from 24 plant sites to Amsterdam. Manager, Process Improvement 2000

Manager, Process Development 1999-2000

Sr. Buyer / Supervisor, Brighton, MI - Roof Systems Plant 1998-1999 AWARDS – MEDIA RECGONITION

Buyer of the Year MMBDC ( Michigan Minority Business Development Council ) EDUCATION / CREDENTIALING

MBA / DBA, Lawrence Technological University, Southfield, MI CPSM and C.P.M. Lifetime Certification, from Institute of Supply Management, Tempe, AZ. BSBA, Wayne State, Detroit, MI., Financed 100% of college expense PROFESSIONAL AFFILIATIONS

Institute of Supply Management Southeastern Michigan – Board Director

• Institute of Supply Management Southeast Michigan Economic Survey o Reinstituted survey 2004 ( used by Federal Reserve as leading indicator )

• Changed professional development program to increase commodity education.

• Education / Learning Person of the Year 1999.

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