Michael Baldwin

- Manage USD $15–20M annual CAPEX and delivered USD $12.88M cumulative cash savings (2022–2026), supporting multiple automotive divisions across Mexico & North America (Chassis Solutions, Electrified Powertrain Technology, Commercial Vehicle Solutions, and Electronics & ADAS); contributed to equipment acquisition projects for Inverters, Electro Mechanical Brakes (EMB), HD Electric Power Steering (EPS), and EPP (Electronic Power Pack). - Prepare governance-ready, board-level CAPEX approval packages aligned to internal Machines & Equipment approval controls, preventing approval rework and delays. - Execute Bid List Approval and standardized RFQs; normalize bids (“apples-to-apples”) and validate cost breakdown/should-cost with Cost Engineering to support award decisions. - Lead strategic negotiations (price, lead time, scope clarity, milestones/payment terms); coordinate supplier risk gating (incl. financial risk assessment where applicable) and implement milestone-based CAPEX commercial controls (design release, FAT/SAT, acceptance, change control). - Ensure audit-ready ERP execution and traceability in SAP/QAD across RFQs/POs, approvals, coding, and milestone controls. - Maintain the M&E investment pipeline (forecasts/timelines) and identify cross-plant bundling opportunities where applicable.

- Managed the Cutting Tools commodity across three machining plants, owning sourcing strategy and supplier negotiations (~USD $8M annual spend). - Delivered cost and cash-flow improvements through commercial optimization and standardized pricing via benchmarking across strategic and local suppliers. - Partnered with Manufacturing Engineering to validate tooling performance requirements and achieve savings targets while protecting machining output and quality. - Improved tooling availability and reduced lead times by strengthening supplier delivery commitments and capacity alignment.

- Led an 8-engineer team supporting ZF Manufacturing (Santa Rosa, Querétaro) to deliver cutting tools/MRO savings via consumption analytics, CPU reduction, and cutting tools optimization. - Qualified suppliers and drove savings proposals from evaluation through implementation.

- Managed cutting tools supply chain at Ford Irapuato (~USD $3M spend), leading a 7-person team; ensured forecast-aligned supply and purchasing execution. - Partnered with Manufacturing Engineering to resolve tool failures/quality issues and monitored supplier contract performance.

Responsible of the Tooling commodity in the GM Toluca Site, 12M USD spend. Responsible of the Tool Room, warehouse and Shively bros engineering team supporting GM Manufacturing Engineering solving quality problems in the daily operations in the SGE Toluca Site.

Supervisor of operations work teams in 3 machining processes. Promoting safe work methods and standard work.

Group leader of 8 sub assemblies lines in 6 speed transmissions plant.