Rakesh Shah has over 25 years of experience in procurement and project management for the steel industry. He is currently the Corporate Division Manager of CAPEX/MRO/IT Procurement at ArcelorMittal USA LLC, managing a portfolio of $1.5 billion annually. Previously he held various procurement and project management roles at ArcelorMittal locations in the USA, South America, and India. He has extensive experience negotiating contracts, developing sourcing strategies, and managing capital projects from $1 million to $250 million. Shah holds a Bachelor of Science in Mechanical Engineering from Purdue University and a Masters in Business Administration.

1. Rakesh (Rocky) H. Shah
6872 Rio Grande Avenue, Portage, Indiana 46368
Telephone: (219)-230-6134; Mobile (219)-801-5750
rhshah4393@gmail.com
Employment
December 2011-Present Corporate Division Manager of CAPEX/MRO/IT Procurement-
ArcelorMittal USA LLC.
Responsible for the centralized coordination of MRO, IT, and Capital
procurement activities for 12 different plants in the USA.
Current responsibilities include the management of all construction
contracts, SGA contracts, engineering service contracts, supply chain
financing, leasing, MRO Supply Contract Spare Parts purchases, and IT
Purchases for the group.
Responsible for and led team to automate 70% of purchase requisitions
into an owner hosted Emarket catalog system
Responsible for the procurement cost optimization inclusive of price and
TCO impacts leading to $70MM cost reduction
Responsible for launching an Epayables program yielding DPO extension
and rebate generation- $80MM of purchases flowing thru the channel.
Launched and administer a Supply Chain Finance program to facilitate
DPO extension- $150MM
Extensive experience in structuring variety of construction contracts from
Lump Sum to Fixed Fee Reimbursable types for contracts ranging from
$1MM to $60MM.
Managing over 300,000 unique items on frame contracts which are
renewed/rebid on a 1-3 year basis.
Extensive experience in contract development inclusive of legal
considerations.
Strong project management skills blended with experienced procurement
background allows for effective and positive influence on the Capital
Projects portfolio for the group. Capital portfolio is $400MM per annum.
Total managed spend umbrella is $1.5B per annum with a staff of 15
people.
Integrated into the Capital Project Investment Methodology (similar to
FEL process) for providing the sourcing strategy and contract
administration for all Capital Investments in the USA and dotted line
influence on NA and SA regions.

2. June 2009- December 2011 Manager of MRO& CAPEX Procurement- ArcelorMittal USA Inc.
Responsible for the centralized coordination of MRO and Capital
procurement activities for 19 different sites in the USA. Strategic
sourcing and multi-year frame work agreements utilizing various e-
platforms for efficient contracting (online ordering platforms, e-auctions,
conventional bidding, etc.) for large transaction purchasing volume basis.
Total spend is in excess of $2 billion dollars per annum. Strong
experience in developing sourcing strategies, benchmarking, cost
negotiations, contract language review, and running lean organizations.
June 2008-June 2009 General Manager of Brownfield CAPEX Procurement- ArcelorMittal
SA
Responsible for the centralized coordination of brownfield capital
investment contracts for ArcelorMittal SA. Major responsibilities
included: coordination of brownfield investments across five continents,
negotiating contracts with multi-national companies ranging from
equipment only contracts to turnkey contracts (largest contract handled
was $250 million). Total contracts awarded in excess of $5 billion USD.
March 2007 - June 2008 Manager CAPEX Procurement- ArcelorMittal USA Inc.
Managed the procurement department for Capital Investments for the
USA business units of ArcelorMittal. Responsible for inquiry
deployments, low cost country sourcing, and contract administration for
$500 MM Capex budget. Extensive background in sourcing from China,
Eastern Europe, and India.
Sept. 2005 - March 2007 Corporate Project Manager-Primary Mittal Steel USA
Provide technical and commercial oversight for all major iron-making
and steel-making capital projects for the US operations as well as provide
consultancy services for European and African Mittal Steel plants for
iron-making capital projects. Developed and maintaining benchmarking
database for equipment, engineering, and construction activities.
Dec. 2003- Sept. 2005 Project Manager- Plant No. 2 –No. 4 Hot Blast Stove
Accountable for the design, cost, and schedule for the installation of a
new silica hot blast stove for the No. 7 Blast Furnace Facility.
Developed, negotiated, and placed multi-million dollar contracts
(domestic and international) to engineering consultants, refractory
suppliers, equipment suppliers, and construction contractors. Capital
investment for the project was $21 million.

3. Jan. 2002- Dec. 2003 Project Manager- Plant No. 2 –No. 7 Blast Furnace Reline
Accountable for the design, cost, and schedule for the complete relining
of North America’s largest blast furnace. Project included the
modernization of a traditional plate cooled blast furnace with modern
stave technology as well as the complete installation of a new gas plant.
Developed, negotiated, and placed multi-million dollar contracts
(domestic and international) to engineering consultants, equipment and
material suppliers, and construction contractors. Capital investment for
the project was $100 million.
Dec. 2001- Jan. 2002 Project Manager- Plant No. 2 Steel-making Facilities
RHOB Slag Treatment Addition System
Two (2) Automated X-Ray and Optical Laboratories
Two (2) Automated Mold Powder Flux Feeder Systems
Accountable for the design, budget, and implementation for each project.
Total budget for the above projects is in excess of $6 million.
Jun. 1998 – Dec. 2001 Program Manager- Plant No. 2 – No. 1 Slab Caster Straight Mold
Conversion
Accountable for the conversion of a two strand curved mold caster
(machine used to cast liquid steel into slabs used in the automotive and
appliance markets) to a straight mold caster. Project duties included:
managing a $16.5 million dollar budget, commercial and contract
negotiations (domestic and overseas), directing multiple engineering and
construction companies, project scheduling, and outage planning.
Jul. 1996 – May 1998 Project Manager- Plant No. 2 – 4 BOF (Steel-making Facility)
PM-10 Lancing Fume Control Station
PM-10 Hot Metal Transfer Fume Control Project
Managed the design, budget, and performance of new fume control
systems at each station. Projects included the installation of “close-
capture” hood systems at each station with its associated ductwork,
control systems, and integration into existing baghouses.
Jun. 1994 – Jul. 1996 Lead Mechanical Engineer-Plant No.2 – 4 BOF
PM-10 Secondary Fume Control Project
Reviewed all mechanical design, procured mechanical equipment,
managed the schedule and implementation of the new system. Project
included the manufacture and installation of two stainless steel charging
hoods, two tapping hoods, fan system upgrade, baghouse refurbishment,
and combustible gas analysis.

4. Computer Skills
Microsoft Word, Excel, Project, Primavera, AssetPoint Tabware, PowerPoint, SAP
Accreditations
Engineer-in-Training, State of Indiana 1994
Technical Publications (co-authored)
“Secondary Fume Control at Ispat Inland Inc.’s No. 4 BOF Shop”
AISE Publication 1999
“Conversion of No.1 Slab Caster at Ispat Inland Inc. from Curved Mold to Straight Mold Continuous
Caster”
ISS Publication March 2002
“Machine Head Conversion from Curved to Straight Mold of the Two Strand Slab Caster at Ispat Inland Inc.”
AISE Publication September 2002
“Relining of No.7 Blast Furnace at Ispat Inland Inc.”
AIST Publication September 2004
Education
Purdue University
Bachelor of Science in Mechanical Engineering (1994)
Masters of Business Administration (2003)
References
Available Upon Request