The document is a resume for Steven D. Welsh that outlines his extensive experience in procurement and supply chain management roles over 25 years. It details his work as Director of Procurement for several large companies, where he led procurement teams, consolidated supply bases, and achieved significant cost savings through strategic sourcing and process improvements. More recently, it notes his role in establishing the procurement function for a $2.6 billion medical device company formed through acquisition.

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.