Wes Blair

-Led SIOP processes for a $1.6B division, optimizing demand and supply planning across 22 sites and five product families. -Enhanced demand and supply planning for the $900M Panelboard & Switchboard product line, balancing regional and product-specific demands. -Implemented division-level forecasting for critical components, increasing material availability across seven component families. -Mentored cross-functional SIOP teams, driving process standardization and improving organizational SIOP maturity.

-Directed supply chain strategy for a multisite, multinational manufacturing unit, supporting aerospace and defense markets. -Led SIOP processes to align operations with a 36% year-over-year increase in demand, expanding capacity in key manufacturing plants. -Implemented Direct Ship from Joint Venture to solve Key Customer lead-time challenge. -Guided supply chain integration for a $30M acquisition.

-Improved customer delivery metric to an average of 95% over fiscal 2017 and achieved $4.2M in cost reductions through innovative supply chain strategies. -Implemented visual inventory management programs, reducing stockouts and increasing supplier delivery performance to 95.8%. -Enhanced inventory turns by 20% over two years, leveraging Lean principles and Kanban systems. -Designed and led value stream-aligned restructuring, increasing efficiency and alignment with organizational goals. -Implemented Visually Managed Supplier Consignment Program, netting over $120k inventory reduction -Left Parker Hannifin to work for Columbus McKinnon from November 2016 to January 2017 for personal reasons. Rejoined Parker Hannifin in February 2017.

I effectively contributed to materials management at Columbus McKinnon, enhancing operational efficiency and customer service. • Oversaw procurement processes to maintain optimal inventory levels and reduce costs. • Engaged with cross-functional teams to implement best practices in supply chain management. • Owned end to end materials processes for major multi-product line manufacturing plant.

-Directed global materials strategy for a high-mix manufacturing environment, achieving inventory turn improvements for three consecutive years (+1.5, +2.3, and +1.5). -Successfully collaborated in three major facility relocations, including cross-border moves, ensuring minimal disruption to supply chain operations and customer fulfillment. -Participated, Lead, or Mentored teams through 25+ Kaizen events, implementing lean materials practices, Kanban systems, and process standardization to increase efficiency and reduce costs. -Designed and executed an innovative E&O inventory process, reducing obsolescence while recovering value through forecasting and structured disposal strategies. -Implemented standard work processes for buyers and planners, enhancing materials planning accuracy and operational efficiency across teams. - Lead or Mentored 13 Plant Physical Inventories across Three Sites. - Mentored Plant Materials Managers for the US, Czech Republic, Mexican and Chinese Operations.

-Drove the elimination of 1.5 days of past-due orders; an on-time delivery improvement from 81% to the voice of the customer to a 97% Q4 average -Reduced Gross inventory by 26% -Reduced Material stock-outs by 86% -Establishment of Planner Standard Work -Created and Implemented Level-Loading Process -Implemented Kanban Pull System

-Served as a subject matter expert in planning, inventory control, and Kanban processes during Oracle ERP implementation across three manufacturing sites. -Trained 50+ materials professionals on Oracle ERP functionalities, creating manuals and resources still in use today, ensuring a seamless system transition.

-Lead team to achieve first month ever 100% on-time to voice-of-the-customer. -Implemented visual scheduling Pull methods to improve manufacturing flow. -Collaborated with transformative team to develop and install facility’s first product-layout line.