Lon Blumenthal drives growth through Strategic Sourcing, Procurement and Supply Chain....
Lon Blumenthal
DRIVING GROWTH THROUGH STRATEGIC SOURCING, PROCUREMENT AND SUPPLY CHAIN Hawthorn Woods, IL 60047,
[email protected], 847-682-1735
Objective: Supply Chain Project Manager Have worked with the following clients and organizations: Walgreens, BP Chicago/Houston/London UK, Shell Netherlands, Health Care Services Corporation (BCBS), ServiceMaster, Health Markets, ConAgra Foods, Rich Products, Johnson Controls, Allstate Insurance, Accenture, Deloitte, UOP/Honeywell. Industries served: Consumer products and services, food, health care, retail, insurance, manufacturing, engineering and construction, oil and gas/refining. Have worked with start-ups to mid size to large, global firms. Examples of Delivered Results - Assessed $1.1 billion spend. Delivered $71 million savings for Fortune 100 services firm. - Key driver for $32 million team savings for global refiner. - Led $100 million real estate facilities management outsourcing initiative in the US and Europe for global refiner. - Delivered $14 million savings for direct/indirect categories across 23 plants: US, UK/EU, Mexico, China and Vietnam. - Led international custom software implementation project across 32 countries in Europe, Asia and South America. - Multiple SAP implementations, including Ariba and third party applications. Several master data projects. Key Capabilities and Knowledge: - Supply chain strategies and performance assessment - Spend analytics and opportunity identification - Cross-functional category sourcing strategies, negotiations and contracting - Materials management, transportation and logistics. - Supplier performance management - Order to delivery process improvement - Software implementation: SAP SRM, Ariba, and third party applications - Project management and change management - Alliances, business partners and cross-company team leadership Category Sourcing Experience Direct categories: Fabricated assemblies, engineered mechanical and electrical equipment and components, engineering and environmental services, capital equipment, MRO, contract manufacturing, cranes. Indirect categories: IT hardware, software and services, facilities management services, temp labor, technical subcontractors, marketing services, consulting/professional services, external legal services, environmental services, lab equipment, recruiting services, capital equipment, waste disposal and recycling. Suppliers: Worked with suppliers in US, Canada, Mexico, Europe, Japan, China, Vietnam, Brazil and Australia. Professional Experience Resources Global Professionals (2004-2013) $500 million consulting firm. Supply Chain Project Manager Walgreens: Project Manager on an initiative to perform diagnostic and assessment of full product line to determine presence of conflict minerals to meet reporting requirements for the 2010 Dodd-Frank Act for Conflict Minerals. BP Whiting: Key driver for $32 million team savings. Delivered $8 million individual savings. o Key driver for $32 million team savings. Delivered $8 million individual savings. Reengineered sourcing processes to assess $650 million spend. Identified savings opportunities, rationalized supply base, qualified new suppliers, developed and issued RFIs and RFPs for engineered equipment and a broad range of construction services. Evaluated proposal submittals, developed and executed negotiating strategies with short listed bidders, issued letters of intent and contracts, transitioned to site operating teams. Led supplier relationship management initiatives. o Member of the site SAP implementation team (v4.6 modules MM, PM) and Project Manager for P2P Implementation of SAP SRM v5 (procurement module), Quadrem (electronic supplier catalog) and TRACK (labor capture, timesheet and billing) applications. Mapped procure to pay processes, identified gaps and developed future state processes. Developed implementation and change management scope, work plan, deliverables following SDLC methods. Made resource assignments, developed budgets and presented weekly/monthly status reports. Facilitated workshops for reengineered end to end procure to pay (P2P) processes, tools, templates and systems. Presented series of face-to-face meetings and webinars to orient, train and prepare 1200 suppliers and user community of 300 for Go Live. Blumenthal Resume
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ServiceMaster: Services Supply Chain Project Manager. Reported to CIO. Led supply chain project to bid IT services to third party providers. Scoped, bid, evaluated, negotiated and contracted with the selected outsource service providers. Integrated Change Management with Project Management, including sponsorship, communications, change readiness and training. Led cross-functional transition teams to implement new service providers. Met schedule, budget and quality goals. BP London UK: Facilities Management Outsourcing: Project lead for $100 million outsourcing initiative in the US and Europe for global energy client. Issued RFPs, evaluated proposals, negotiated with short listed bidders, issued contracted and led 15 transition teams. Achieved successful Go Live. Met very demanding expectations. Health Markets: Project Manager for indirect strategic sourcing initiative for mid-size health insurance service provider. Developed new bidding tools and terms and conditions. Obtained and evaluated proposals for consultants, external legal services, IT, print, packaging and other categories. Selected short listed bidders, prepared for and completed negotiations, and issued contracts. Delivered $7.9 million savings. ConAgra Foods: Assessed $650 million transportation spend. Designed scorecard and process to measure performance for the top 50 transportation service providers. Coordinated with IT to identify and configure data sources. ServiceMaster: Kenexa HR System Implementation. Reengineered processes for project charter, scope, project workplan, testing and training. Coordinated status update meetings and reported updates to steering team and HR VP. Managed a team of 12 including external Kenexa team members. Defined change management requirements, including developing and presenting orientation sessions and design reviews for 200 impacted stakeholders. Completed unit, integration and load testing, cleansed and loaded master data, delivered user training and met Go Live target date. Health Care Services Corporation- Blue Cross Blue Shield: Project Manager on a project to assess and improve IT reporting processes. Gathered and analyzed current state processes and data. Interviewed 22 functional stakeholders, obtained recent reports and documents from their legacy systems, and reviewed their IT architecture and how they were using the current business warehouse. Developed a questionnaire that was sent out to several hundred employees. Obtained and analyzed their responses. Submitted recommendations to integrate and simplify several components of their reporting processes as well as steps to cleanse their master data and how it was being updated. Maine Pointe LLC (2011-2012) Private consulting firm providing procurement, logistics and operations services. Supply Chain Project Manager. Food industry client: Sourced direct and indirect categories across 23 plants in US, UK/EU, Mexico, China and Vietnam, delivered $14 million savings across in scope categories. Issued RFIs and RFPs. Led negotiations. Issued contracts. Global manufacturing client: Project Manager. Delivered $4.3 million savings. Analyzed spend across 12 plants in US, Europe and China, developed category strategies for direct and indirect goods and services. Issued RFPs. Led negotiations. Johnson Controls (2005-2006) Diversified Global Manufacturing Firm, Global IT Program Manager. Led international software implementation teams across 30 countries in Europe, Asia and South America for Building Efficiency Real Estate and Facilities Management Business Unit. Implemented IT outsourced services and custom designed software in 15,000 petrol stations for global energy client. Blumenthal Associates (2002-2004) Boutique management consulting firm. Supply Chain Project Manager. Consumer products retail client: Assessed order to delivery processes. Submitted recommendation that the owners implemented to redesign and integrate core supply chain processes. Client savings exceeded $1 million dollars. Allstate Insurance: Assessed SAP project management and change management capabilities. Recommended improvements in project management, implementation planning, change management and status reporting. Engineering & construction client: Developed procurement contracts, project procurement schedule, work plan and procurement database. Developed and issued RFIs and RFPs. Negotiated $2 million dollars savings. Accenture (1999-2002) $20 billion diversified global professional services firm. Senior Manager, Supply Chain Business Architect. Developed sourcing and reengineering strategy for $1.1 billion spend when Anderson Consulting, renamed Accenture, separated from Arthur Anderson. Led global procurement reengineering initiative. Increased savings to $71 million. Assessed global procurement and supply chain processes, systems, tools. Implemented Ariba. Implemented standardized global future state processes. Delivered reduced costs, standard processes and reduced cycle times to US, European and Asian geographic regions.
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Deloitte Consulting (1998-1999) $5 billion diversified global professional services firm. Senior Manager SAP Practice. Client: Diversified manufacturer, divested unit of Monsanto. Assessed 2000+ employee SAP skills. Identified training and skill development needs. Implementation of recommendations significantly improved SAP utilization in the sourcing and procurement of a wide variety of chemical raw material, MRO, and indirect commodities. UOP Honeywell (1992-1998) $1.5 billion global chemical engineering and manufacturing firm. SAP Program Director (1996 to 1998) Directed $65 million global implementation of SAP. Led 200 people at peak in 13 teams. Geographies in scope included North America, Europe and Asia. Deployed SD (including ETO, engineer to order), MM, PP (including build to forecast/stock/order), PM, QM, HR, FI/CO. Reengineered sales and operations, strategic planning, supply chain, master production scheduling, distribution, project management, finance and accounting HR and IT business processes by crossfunctional and cross-geographic global project teams. Completed unit, integration, load and user acceptance testing. Implemented change management workplan for sponsorship, communications, education, training and change readiness. Created Program Management Office (PMO) including organization, standards and systems. Procurement Manager (1992 to 1996) Met quality, schedule, and cost goals for 6 domestic and 2 international operating units for a wide range of engineered equipment and services. Issued hundreds of RFIs, RFPs and contracts. Consolidated domestic and international supply base. Saved $4.2 million over a two-year period through negotiations and supplier performance improvement. Luz Industries, Los Angeles, CA, (1990-1991) $200 million dollar peaking solar energy power plant in the Mojave desert of Southern California. Supply Chain Manager. Bid and awarded $75 million in power plant equipment, components and services. Pulte Homes, Los Angeles, CA, (1989-1990) $3 billion residential homebuilder. Supply Chain Operations Manager. Increased profits 34% on yearly revenues of $60.1 million. P/L responsibility for 3 subdivisions. Ultrasystems, Irvine, CA, (1983-1988) $150 million engineering and construction firm in power generation industry. Procurement Manager. Supervised headquarters and field supply chain staff. Bid and awarded hundreds of capital equipment contracts. Associations, Presentations, Training and Certifications, Education Professional Associations Institute for Supply Management (ISM). Hammer and Company, Phoenix Group member. Presentations Leading Practices to Optimize Supplier Performance. Negotiations and Contracting. Supply Chain Transformation. Leading Practices in SAP Implementation Projects. Training and Certifications Completed Black Belt training, Certified 6 Sigma Green Belt. Completed seven courses with Dr. Michael Hammer in Cambridge, MA, including Process Design Principles, Managing the Process Enterprise, The Role of the Process Owner. Certified in Accelerated SAP Project Management. Education BS Mechanical Engineering, Rensselaer Polytechnic Institute, Troy, NY MBA, University of New Haven, New Haven, CT.
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