1. STEVEN D. WELSH, CPSM, C.P.M. Plymouth, Michigan
Cellular: 734-355-8360  profswelsh@wideopenwest.com
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:
 Production and Indirect (MRO) Automotive  IT, eCommerce, Data Services
 Retail Big Box, Medical Device QS 13485  Integrated Logistics Management
 Food Service / Near Shore - Insourcing / Best
Country Sourcing / Systematic Cost Reduction
 Leadership, Coaching, Collaboration, Mentoring
 Supplier Quality (SQA), TS 16949
 Startup, Merger, Acquisition, Bankruptcy
 Manufacturing, Services
Professional Experience
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Merative Ann Arbor, MI
Director Procurement 2022 - Present
Merative is an equity start up by Francisco Partners via an acquisition of IBM Watson Heath by FP. Merative is a
ISO Medical Device Manufacturer and a Data / IT provider of healthcare information, SaaS, predictive analytics &
consulting. Providing customers with cloud-based tools & data to improve healthcare quality & access, as well as
reduce costs utilizing lean principles based on Toyota Operating Systems.
In a newly formed $2.6B acquisition called Merative with a team of 18 retained by the CFO responsible to align
systems, processes, & staff supporting start-up centralized organization for Global Travel & Procurement.
 Consolidated supply base across 35 offices & achieved multi-system global ( Oracle ) capability in 6 months
 $25M savings 2nd
year via engagement of cross functional teams in IT, HR, Marketing & Manufacturing
 Developed M&A risk mitigation plan, exceeded diversity initiatives, and set first level ESG expectations
IBM Watson Health & Truven Health Analytics Ann Arbor, MI
Director Procurement and Supply Chain 2014 - 2021
In the $2Billion acquisition by IBM retained by CPO to lead team of 23 as Director of Procurement Watson BU. Led
newly created center-led team external to core procurement in a SAP environment.
 Developed multi-site strategy for business forged from five acquired / disparate entities
 Using automotive ISO/TS16949 background, aligned Merge Procurement to medical ISO 13485
manufacturing standards improving quality and reducing risk and PPM defective
 Reduced and nearshore “Just in case” inventory in medical manufacturing inv. by 10.9% to improved cash
and drove savings by alignment of agreements netting 9% savings in assemblies with zero downtime.
 Created cross-functional teams to determine interdivisional strategy in SaaS environment to include savings,
consolidation of work/suppliers, and development of systems/process
 Collaborated with leaders & reduced supply base of tail end suppliers by 25% during M&A via contract
alignment creating efficiency resulting in reduction of dept. infrastructure by 15%.
 Launched eSourcing delivering $10-$15.4M savings annually 2022 with key commodities

2. STEVEN D. WELSH, C.P.M 734-355-8360 Page 2
Plymouth Rock, LLC – Operations Supply Chain Consulting Plymouth, MI
Sr. Director Supply Chain Practice Lead 2010 - 2014
Engaged sourcing teams consulting / contracted in multiple production / indirect ( MRO ) commodities reducing
cost in supply chain Manufacturing, Assembly, IT, in transplants, start-ups, & bankruptcies in multiple industries.
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 – Borders Books - 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.
 Redesign Initiative reducing operational costs resulting $12M 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 for new SaaS environment.
 Procure to Pay Sys, Gap Analysis, Intro-Industry Practice, Process Map-$7M SW deploy - Saved $850K.
ZELEDYNE GLASS OPERATIONS, LLC Allen Park, MI
Director Procurement and Supply Chain 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
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 eSourcing & ERP deployment of QAD - MFG Pro in 4 plant start up for
production. This included the SaaS 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 Auburn Hills, MI
Vice President Supply Chain Americas 2006-2007
Until it’s 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 operates globally in the
Tier 1&2 environment supplying conrods, bearing caps, transmission carriers, & other industrial products)
Energized transformation while reporting to the President of Sinter N. America 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 $950M.
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.

3. 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.
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
 Member of ISM National Committee, Tempe AZ 2022 - present
 Institute of Supply Management Southeast Michigan Economic Survey 2018
o Reinstituted survey ( used by Federal Reserve as leading indicator )
o Changed professional development program to increase commodity education.
 Education / Learning Person of the Year 1999.