Robert Blanton Email & Phone Number

Houston, Texas, United States

Houston, Texas, United States

Houston, Texas Area

Responsible for managing a team of category management professionals whose areas of concern extend throughout six different regions within BP.Responsible for contracting strategies for Warehousing and Supply Bases within BPResponsible for developing investment recovery initiatives for the Materials Management TeamResponsible for setting up supply base and.

Houston, Texas Area

Responsible for managing a team of category specialist whose areas of concern extended throughout the Gulf of Mexico for engineering and construction related activities. Responsible for managing relationship with suppliers that crossed over some 200 categoriesResponsible for enhancing the interface for the Engineering Services Team within the Gulf of.

Responsible for managing relationships with suppliers that cross over some 200 categories. Responsible for building the interface for small capital projects within the Gulf of Mexico.Responsible for developing strategies for 25+ sub-categories.

• Managing five dynamic departments that have included purchasing, accounts payable, payroll, accounting, and engineering. Responsible for establishing budgets for five coal fired plants, two combined cycle plants, and.
• Developed bidding process for all purchases over $10 K. Results: Saved over $75 K within first year of implementation of process.
• Introduced monitoring process for all incoming capital invoices. Results: Reduced late payments to vendors by 10% while identifying those invoices that were billed incorrectly.
• Helped launch upgrade of PPS System that was used to pay 106 hourly employees. Results: Eliminated the need for manual time entry by supervisor and clerk. Reduced the number of time entry errors by 10%.
• Established and tracked $216 M O&M budgets for twelve power plants. Results: Each plant was able to achieve “go-gets” while staying under yearly cost target.
• Established and published monthly performance goals for each plant within region. Results: Plants were able to track performance and compare results to other locations within company.

• Scheduled production for a major pressroom that had over 13 large presses and 2 prog presses that produced over 120 K parts per day. Managed the production of 34 assembly cells that produced over 32 K parts for various.
• Launched Small Groups as a key component of new process and indirectly managed 96 group members. Benefits included a more collaborative work environment, improved communications, and ownership of process and.
• Launched Kanban system in the blanker aisle that helped reduce steel inventory by 18%, reduced scrap by 12%, and reduced manpower by 20%.
• Initiated weekly planning meeting for preventative maintenance and performance measurements that drove uptime in the pressroom by 10%, unplanned downtime down 18%, and customer quality concerns down 68%.
• Trimmed $1M off plant inventory by introducing JIT and Drop Shipment programs to production process.
• Successfully builtout 5 major vehicles with less than $20 K in E&O.

Mba, Organizational Behavior

Bs, Business Administration

Education record