Erin Shaw

Led Inventory Planning & Control team, drove initiatives and developed strategic plans for WestJet's Technical Inventory Management Group. Managed technical inventory planning for ongoing operations, base start-ups/shut-downs, phase-in/out programs, and entry-into-service. Oversaw KPI analysis and optimized inventories to improve fleet efficiency. Ensured completion of inventory audits, advised on corporate initiatives related to inventory planning and Supply Chain. Key Accomplishments:  Led a team of seven inventory management professionals, consisting of inventory planners, analysts, auditors and a requisition planner.  Managed $275M in technical inventory across 20 destinations in Canada, the US, Europe and the Caribbean. Setup Inventory Plan for WestJet’s first Asian destination (Japan)  Accountable for the $20M Annual Rotable budget – accounting for new part requirements and scrap replacement across the WestJet group (WestJet, Encore, Swoop and WS Cargo) Fleets  Developed the Inventory Management Plan to support WestJet’s Strategic Plan – the movement of approx. $30M (11K individual part numbers) in inventory to align with new network schedule and maintenance changes. Project is ahead of schedule.  Piloted the overhaul of the inventory allocation model to ensure long term sustainability and alignment with operational strategic plans.  Implemented a corrective action strategy component to the Inventory Audit process to drive positive improvements in inventory accuracy

• Used Inventory forecast and demand process tools to analyze and manage WestJet's Technical Operations inventory (~ $250M stored at over 20 local, and 30 International operating bases). • Maintained a 99% strict Fill Rate and 98.5% deferrable Fill Rate for all expendable and consumable inventory. This contributed to the overall company SPOT (Safe On-Time Performance) metric of 85%. • Mitigated $8M in potential spend by correcting min/max levels for obsolete or parts no longer required for special programs. • Planned the procurement of all interior and expendable parts for entry into service (EIS) for WestJet’s first wide body aircraft – the 787 Dreamliner, coming in on time and budget at approx. $2.5M. • Led cross departmental strategies resulting in improved performance. Key projects included the development of a Special Maintenance Program and Planning Workgroup, process for managing the start-up and closure of all inventory bases, and a process for managing international inventory requirements for the airline.

• Recruited to specifically lead the Toronto Warehouse expansion. Was able to successfully grow the operation by 200% to support the increased flight schedule and scheduled maintenance increase. • Managed yearly staff and equipment budget exceeding $1.5M/yr. • Managed $50M worth of inventory with an inventory accuracy measure of 95%. • Worked successfully with logistics manager to implement a local shipping team to increase volume of international shipments and dangerous goods for the operation by 200%. • Led warehouse move project to maximize space for stock while allowing for high volume traffic zones. Project came in on time and budget for $5M. • Increased productivity and efficiency through employee cross-training initiatives

• Led a team of 20 Leaders and 200 Customer Service and Operational Agents at two of Canada's largest Airports to help build WestJet to Canada's number one airline in Customer Service • Provided leadership to ensure the safe and on time operation of 75 flights per day at Canada’s largest Airport • Managed the $2.5M/yr Airport Assistance contract to provide safe, efficient and reliable wheelchair services for all guests with limited accessibility. • Maintained NPS Score of 85% through continuous improvement and evaluation of customer service processes