Wes Howe

Corporate Logistics Director for USA & Mexico.

BASF is the world's largest chemical producer. In 2013, I was recruited to build and manage the next-stage enterprise supply chain strategy for the plastic and polyurethane products group for use in automotive, industrial, construction, and consumer sectors. I hired and led a new organization of more than 100 line managers and staff in the US and Mexico in supply chain, sales inventory & operations planning (SIOP), warehousing and distribution; customer service, Order-To-Cash (OTC), and customer engagement; and a team driving a portfolio of business, digital transformation, and sustainability initiatives. Key achievements: ►Leading the pan-regional supply chain strategy as a core member of the North America Leadership Team. I transformed our supply chain operations by centralizing and hired teams from our manufacturing sites, rearchitecting and unifying workflows, driving consensus around best practices, realigning the warehouse network, and increasing operational discipline. ►Innovating the SIOP framework, boosting forecast accuracy by 20% and providing a “single source of truth.” ►Increasing the efficiency of working capital by 11.5% by greatly reducing on-hand inventory via long-term SIOP forecasts, process automation, supplier consignment, and collaboration with customers. ►Strengthening the Order-To-Cash lifecycle via a reinvention of the customer journey. We deployed “Track and Trace” customer order monitoring tool and reverse logistics platforms, and partnered with IT on eCommerce shopping capabilities. ►Improving on-time delivery performance by 15% and ensuring supply chain resiliency during the COVID-19 supply crisis. ►Playing an integral role in our SAP ERP evolution as a member of the global project team. ►Defining and executing a sustainability vision that decreased our carbon footprint by 5% and generated $1M+ in projected annual cost savings. ►Developing and promoting several team members into elevated management roles.

Tower International is a global manufacturer of engineered structural metal components and assemblies. I headed a matrixed organization tasked with integrating and maximizing the ROI on our supply chain operations for a defense and automotive subsidiary that had been acquired through an M&A transaction. My team optimized inventory levels and cost structures via strategic and operational leadership over the full scope of production planning, master scheduling, logistics, material handling, capacity planning, packaging, warehousing, and the supply chain components of a QAD ERP system. Key achievements: ►Delivering millions of dollars in inventory reduction, a 60% increase in inventory accuracy, and the clearance of substantial inventory write-offs. ►Maturing and integrating 360º supply chains, improving executive visibility, internal controls, and strategic agility. ►Orchestrating the deployment of MRP, Receiving, and other supply chain modules of QAD ERP. I served as the subject matter expert and process champion from initial analysis through configuration, deployment, training, and change management.

Tecumseh Products Company is a $2B global manufacturer and distributor of commercial refrigeration compressors and condensing unit systems. I was recruited to direct the enterprise strategic sourcing and logistics operations. As such, I oversaw the procurement and supply chain strategy, heading an organization of more than 80 staff in the US, South America, European Union, and Asia sourcing parts, components, and materials; negotiating and managing vendor partner agreements; and delivering cost savings. Additionally, I directed SIOP, quality and process improvements, enterprise software tools, and talent management and leadership development. Key achievements: ►Executing a roadmap that saved $30M (5%) on our total annual sourcing spend. To this end, I defined the global commodity and materials hedging strategies, saved over 20% via eAuction technologies, boosted our China sourcing, and reduced supplier defects. ►Creating a global SIOP framework that improved forecast accuracy by 20%, reduced planning cycles by 50%, and enabled consensus around inventory forecasts. ►Lead the creation and implementation of a global distribution & warehousing strategy. Reducing on-hand inventory by 20% and increased on-time customer delivery by 40%, to 90%. My team deployed Kaizen events, lean practices, and demand-driven techniques accelerating the shift to just-in-time (JIT) inbound and outbound inventory. ►Coaching, developing, and promoting several team members into elevated roles of increased responsibility.

Vision is a Fortune 500 automotive parts supplier. I initially joined Visteon as Manager of Materials Planning & Logistics, and was rapidly promoted through successive supply chain leadership roles responsible for Process Reengineering, Logistics, Packaging, Procurement, and Systems. Key achievements: ►Directing the planning and the launch of six new JIT distribution facilities, on-time and with zero customer disruption. I liaised with our OEM customers and internal stakeholders on the deployment of a SAP ERP, Lean tools and projects, and global packaging strategy. ►Achieving $40M in cost savings via leadership on Lean Six Sigma process improvements. ►Championing the global reengineering of purchasing and supply chain strategy and processes. ►Deploying an industry-benchmark logistics and material flow model for Nissan’s assembly plant, enabling the JIT delivery of more than 500 parts from 120 suppliers in the US, EU, and Asia. ►Being appointed by our C-suite leadership to direct successful turnarounds of financially distressed suppliers. I delivered millions of dollars in cost savings by rescuing at-risk vendors, the administration of bankruptcies, and cross-facility continuity plans.

Lear Corporation is a global automotive technology leader in Seating and E-Systems. I had commodity management responsibility for sourcing $175 million in production purchases and $90 million MRO purchases. I also managed the program purchasing responsibility for Lear’s Ford Motor Co. Seating & Electrical Divisions, negotiated new sourcing agreements for savings of over $10m on multiple vehicle launches and program managed the on-time, under-budget launch of vehicle programs. My organization was comprised of 25 buyers and supervisors.