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									Weston Moehle, C.P.M.

Northville, MI 48167

Home: 248.349.3920 Mobile: 734.255.0496


Dedicated professional with experience in Strategic Procurement, facilities, supplier management,
project management, laboratory projects, facility installations and manufacturing, process/plant
engineering, purchasing equipment, services, materials, contracts, utilities and managing teams. Driven
to achieve cost savings opportunities and establish strong working relationships.

+      Innovative leader – multi tasking

+      Skilled negotiation tactics and strategies

+      Critical path planning, scheduling and optimization

+      Driving value management – cost savings

+      Successful supplier-contractor development – supplier management

+      Extensive Project/Facility Management experience – budgeting – earned value

+      Managed equipment commissioning, acceptance testing, validation

+      Continued use of trust and integrity at all times

+      Develop alliances and partnerships

+      Experienced in construction, facility services, MRO, equipment acquisition

+      Deliver goals and objectives within budget and schedule


Accenture    2008 - Present

Procurement Outsourcing - Procurement Specialist category manager for facilities and construction.

PFIZER INC     2001 – 2008

Global pharmaceutical manufacturer, headquartered in New York, NY.
Associate Director – Pfizer, Ann Arbor- KZO, MI, St. Louis, MO     2003 – 2008

Manage seven members of the facility team, two managers and four procurement specialists, one Co-
op, covering IT, HR-Staffing, Facilities and Construction for the PGRD Midwest region, facilitated
colleagues in teams and directly on projects obtaining facility and global goals impacting savings on $
600 million annual spend. Managed facility and construction projects directly through to completion
adding value to the project goals and objectives. Directed Intergrated Facility Management, IFM,
outsourcing activities at St. Louis, MO driving site savings.

•       Directed major staff changes and provided coaching to bring direct reports into new roles and
career ladders. Team saved over $ 10 million on project and indirect spend at Kalamazoo.

•       Built a team approach with Facilities, Finance and Procurement through a relationship process
that brought value to the planning, cost savings, project execution, communication and a lessons
learned evaluation system for improved supplier pre-qualification and management.

•       Developed management strategies for natural gas and electricity for Pfizer research sites.
Trained staff members on the electric – gas markets. Implemented several construction / facility
projects with the engineering groups, and negotiated several claims.

•        Teams worked through supply management, equipment purchases, global strategic proje cts and
capital improvements exceeding $ 700 million. One building and equipment project for $ 140 million
recorded $ 20 million in savings.

•         Interfaced with global sourcing and project managers in projects, led sales tax direct pay project,
scientific services, equipment, maintenance repair and operations MRO, construction management and
facility outsourcing. The sales tax exemption saving of over $ 1 million in 2007.

Sourcing Leader- Pfizer, Ann Arbor, MI 2001-2003

Sourced and contracted construction, facility services, maintenance repair and operations, MRO and
equipment for lab and facilities in Ann Arbor, Kalamazoo and St Louis on over $ 400 million in spend.

•       Teamed with the Powerhouse group and Legal to set up contracts and purchases of natural gas
and electricity for the Ann Arbor site, saving over $1 million annually verses tariff utility rates.

•       Led the Ann Arbor regional effort to pre-qualify and set up preferred suppliers to complement
the global players. Discounted rates and agreements were negotiated for national and regional
suppliers. Saved over $ 1 million through preferred rates, contractor bidding process and strategic

•       Developed in collaboration with the equipment validation group, a sourcing process that pre -
qualified third party validation firms to bid the equipment validation verses the original equipment
manufacturers. This saved over $ 2 million from the initial project estimates using the original
equipment manufacturers to validate the equipment.
FLINT INK CORPORATION, Ann Arbor, MI             1984 – 2001

A private global printing ink manufacturer with 70 USA facilities and $1.6 billion in annual revenue. Note
that Flint Ink’s new company name is Flint Group.

Purchasing Manager - Flint Ink, Ann Arbor, MI    1999 – 2001

Managed two purchasing coordinators converting $70 million of expense and capital requisitions for
indirect spend, negotiated contracts, developed e-commerce procurement and credit card program.

•      Administered new procurement credit card system saving 73% in purchasing and accounts
payable processing costs.

•       Negotiated global graduated discount contracts saving 5% - 8% in equipment purchases.

Senior Project Manager - Flint Ink, Ann Arbor, MI        1997 – 1999

Managed process projects and site installations for 70 North American facilities. Budgeted capital
expenditures, procured scope requirements, administered schedule, tracked project and cost.

•       Replaced process software systems using a distributed control system resulting in annual
savings of 2,000 man-hours and $100,000 in inventory losses.

Director of Commercial Manufacturing - Flint Ink, Detroit, MI    1996 – 1997

Managed operations and teams to meet commercial division cost saving goals. Consolidated
manufacturing facility processes.

•      Devised a five-year plan to centralize ink manufacturing which saved $1M/year in labor, freight
and production efficiencies.

•       Designed and implemented the first U.S. automated base paste ink automatic weigh up system
for $120 K, saving $380 K. in laboratory staffing reductions, resulted in savings of $45K/year.

•       Consolidated facility operations reducing division overhead expenses. Two local site locations
centralized to one facility resulted in 50% cost savings on utilities, maintenance and labor resources.

•       Analyzed corporate manufacturing data minimizing freight, labor and manufacturing costs.
Production volumes were transferred to sites with the lowest labor rates, optimizing labor costs by $220

Engineering Manager - Flint Ink, Livonia, MI     1991 – 1996

Directed teams of 15 engineers, managers, designers and technicians with an operating budget of $1.3
million. Completed capital projects of $40 million annually.
•       Responsible for major manufacturing installations, energy management for 60 sites,
implemented third party natural gas contracts at five facilities, process development and customer
service at any of the sixty sites in the United States improving manufacturing rates and reducing costs.

•      Designed concepts and managed $4.2 million manufacturing facility installation in Indianapolis
producing over 1 M pounds per month. Product costs per pound were reduced by $0.04/pound.

•       Budgeted and devised a method to pump viscous fluid from the pigment flushing process to
mixing production reducing operating costs by $15 K/year.


BS, Construction Engineering, Lawrence Institute of Technology, Southfield, MI, 1983


Seminars: Improving your Managerial Effectiveness, Managing Conflict Constructively, Coaching for
High Performance, Tactical Negotiation Positions, Creating a Culture of Inclusion, Project Management,
Implementing Self-Directed Work Teams, Dealing With Conflict and Confrontation


J.D. Edwards, Computron, Ariba, Outlook, Excel, Word, Microsoft Project, Powe rPoint, Visio


National Association of Purchasing Management / Institute of Supply Management

Certified Purchasing Manager

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