Steve Pautler

Steve PautlerPurchasing and Logistics Director, Americas - Rexam PLCPalatine, IL
-A passionate purchasing professional with over 25 years Supply Chain experience, possessing strong interpersonal skills, ability to communicate effectively, skilled decision maker, a proven negotiator and problem solver and extremely customer intimate. An established track record for identifying opportunities to lower costs, proactively responding to both internal and external customers needs along with the ability to coordinate the activities of subordinates while keeping focus on enhancing profitability and meeting business objectives.
Work ExperiencePurchasing and Logistics Director, Americas
Rexam PLC - Buffalo Grove, IL-May 2013 to Present
Buffalo Grove, IL
Rexam is the world's second largest consumer packaging company. Rexam is the leading global beverage can maker and the number one healthcare plastic packaging company. The company is based in London, England and has total sales of $ 7.0 billion. The plastics division has global sales of $750 million.

Purchasing and Logistics Director, Americas - May 2013 - Present
Responsible for managing all aspects of Purchasing across 8 manufacturing sites within the Americas, including direct responsibility over the logistics category, as well as being a member of the Business Leadership team.

• Responsible for a team of 4 category managers and several other Supply Chain team members. The role includes direct responsibility for all purchasing from the sourcing, negotiations, contracts, project management, budgeting and on-going supplier performance management.

• Team achieved purchasing savings of $3 million in 2013.

• Together with the category managers ensure that the quality, supply, innovation and cost improvement activities with strategic suppliers are aligned with the long term Supply Chain and overall business strategies.

• Responsible for developing, supporting and implementing purchasing processes and policies.

• Work closely with the Supply Chain Europe organization to ensure an effective and consistent approach as well as best practice sharing.
Supply Chain Category Manager
Resins, Colorants and Logistics-2011 to April 2013
Responsible for managing all facets of the resin, colorant, and logistics spend in the Americas. The total spend represents approximately $200 million annually. The primary focus of the position is to develop and implement a comprehensive purchasing strategy for the two key raw materials that represent about 80% of total product cost. In addition, formulate the best approach to manage $15 million in domestic freight spend.

• Negotiate contracts with all resin and colorant suppliers. In addition, support all activities with the suppliers as it related to the 8 Rexam plants located across the United States and Mexico.

• Achieved annual purchasing savings of $2.7 million tied to resins and colorants and $600,000 tied to logistics.

• Establish a global purchasing strategy for resins that compliments the uniqueness of each region around the world.

• Responsible for establishing and implementing an effective freight strategy for the US.

• Effectively interact with finance, commercial, and plant management teams to manage the business to achieve annual business plans.
Manager, Resins and Colorants for the Americas
Rexam PLC - Buffalo Grove, IL-2006 to 2011
Buffalo Grove, IL
Rexam is the world's second largest consumer packaging company. Rexam is the leading global beverage can maker and one of the global leaders in rigid plastic packaging. The company is based in London, England and has total sales of $ 7.0 billion. The plastics division has global sales of $2.1 billion and about half of those sales are in the Americas.

Manager, Resins and Colorants for the Americas - 2006 - 2011
Responsible for managing all facets of the resin and colorant spend in the Americas. The total spend represents approximately $500 million annually. The primary focus of the position is to develop and implement a comprehensive purchasing strategy for the two key raw materials that represent about 80% of total product cost.

• Negotiate contracts with all resin and colorant suppliers. In addition, support all activities with the suppliers as it related to the 15 Rexam plants located across the United States and South America.

• Establish a purchasing strategy that is robust enough to generate savings of $5-$10 million annually.

• Primary manager responsible for changing the organization from a decentralized purchasing structure to a very centralized structure.

• Work closely with direct manager, Vice-President Supply Chain, to establish effective global supplier relationships where appropriate.

• Effectively interact with finance, commercial, and plant management teams to manage the business to achieve annual business plans.

• Closely work with the Rexam's Engineering Groups and the Rexam's Sales Groups to obtain additional resin and colorant approvals in place to best leverage the spend.
Manager, Corporate Purchasing
Rust-Oleum Corporation - Vernon Hills, IL-2000 to 2006
Vernon Hills, IL
Rust-Oleum is the number one branded aerosol paint manufacturer in the world. The company has over $500 million dollars in sales. Rust-Oleum is owned by RPM, Inc which owns over 30 paint and coatings companies with total sales of over $1 billion dollars.

Manager, Corporate Purchasing - 2000 -2006
Responsible for managing the total procurement spend (both chemical and packaging components) of over $200 million in annual purchases. This responsibility includes the management of over 150 contract manufacturers. Also responsible for negotatioing various raw material contracts totally over $50 million on behalf of all of RPM in order to leverage the buy over the entire family of companies.

• Identified and championed an effort of moving a key RPM solvent (acetone) from a buy via chemical distributors and acetone producers in truckload quantities. To a complete change in the supply chain by establishing a barge purchase program. This initiative entailed the leasing of a tank along the Ohio River, establishing contracts with barge companies and 3rd party analytical labs. The end result was the change in the supply chain allowed all the various RPM plants across the US to purchase this key solvent at a much lower price.

• Made and implemented difficult decision related to core suppliers in order to save millions of dollars. The real success was in getting the difficult upfront "buy in" from R&D, Operations and Marketing which lead to a positive change experience that lead to a sustainable year over year savings.

• Managed the operations of the Corporate Purchasing Department. Staff included two Senior Corporate Buyers, two Corporate Buyers, a Junior Corporate Buyer, and a Global Sourcing Specialist. In addition, there were also five plant buyers with dotted line accountability. The staff also included one associate from Goodwill Industries (workshop) who worked on sight to manage the millions of dollars of Rust-Oleum assembly work completed at their facility.

• In-depth knowledge of SAP. Have used this highly effective and powerful ERP system for 6 years.

• Effectively work with the plant buyers, material managers and corporate production schedulers to reduce the firm production planning horizon from 6 weeks to 4 weeks. This was accomplished by maintaining slightly higher component inventory on certain raw materials, working with suppliers to maintain additional inventory at their facilities and having the plant buyers hedge their buy on longer lead-time items.

• Initiated a trip to China to explore cost savings opportunities related to finished good purchases. The trip was so successful the new position of Global Sourcing Specialist was created. This change in the supply chain has provided annual savings in excess of $2 million per year.
Senior Corporate Buyer
Rust-Oleum Corporation-1994 to 2000
Responsible for negotiating and managing multi-year agreements for all chemical raw materials. Also, responsible for establishing relationships with new contact manufacturers along with supervising corporate buyers in maintaining effective relationships with established contract manufacturers.

• Involved with the initial start up of a team of purchasing managers from other RPM companies to combine like raw materials volumes in order to leverage buying power with vendors across the multiple RPM companies.

• The total purchase dollars managed represented approximately $70 million. This was split between $50 million that was directly related to Rust-Oleum purchases and an additional $20 million that was related to other RPM companies.

• Intimately involved with marketing and other departments to develop and successful bring a large number of new products (both internally manufactured and procured externally) to the market place.

• Explored and then executed the first reverse auction for the company. The result was a reduction in cost of over 20% on a key raw material.

• Revitalized the discipline of the supplier performance review, developing effective new relationships with national contract supplier and achieving significant raw material cost reduction.
Corporate Production and Inventory Control Analyst
-1988 to 1994
Responsible for controlling inventory levels and customer service levels of all Rust-Oleum products at two distribution facilities and four warehouses throughout the US and Canada. In addition, responsible for the release of the master (production) schedule to one of the two manufacturing facilities. This was managed by properly utilizing the MRP system in accordance with established lead times, balanced equipment loads and capacity availability.
Production Control Supervisor
A.B. Dick Company - Niles, IL-1987 to 1988
Responsible for scheduling screw machine and punch press departments in the plant. Duties included: Supervision of three employees in the ordering of raw materials and subcontracting of work to reduce some 6000 backlog hours created by capacity constraints.
Production Analyst
A.B. Dick Company-1986 to 1987
Responsible for master scheduling and line trouble-shooting. Duties included: Proper utilization of MRP strategies and capacity requirements to master schedule product lines. In addition recognizing potential line shortages and expediting through correct channels to prevent line outages.
College Internship
General Electric Company - Mattoon, IL-1985 to 1985
1985
Assisted a G.E. consultant in developing a technique for scheduling a bottleneck work center, and trained a foreman to successfully use the scheduling tools.
EducationMasters in Business Administration in Finance
Roosevelt University - Chicago, ILBachelor of Science in Business
Eastern Illinois University - Charleston, IL

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