Responsible for the coordination and completion of projects. Oversees all aspects of projects. Sets deadlines, assigns responsibilities, and monitors and summarizes progress of project. Prepares reports for upper management regarding status of project. May require a bachelor's degree and 0-2 years of experience in the field or in a related area. Familiar with a variety of the field's concepts, practices, and procedures. Relies on limited experience and judgment to plan and accomplish goals. Performs a variety of tasks. Leads and directs the work of others. A wide degree of creativity and latitude is expected. Typically reports to a manager or head of a unit/department.
Work with site material team and planning to conduct clear to build look ahead.
Identify gaps in supply - work with procurement to mitigate part shortages
Join calls with suppliers to improve supplier delivery on critical part shortages
They are all to support Look ahead activities for materials. They are all the same roles but different sites. Each person will be responsible for managing a platform, cell, etc depending on site setup
1. Obtain cleartracks from production planner in Excel format.
2. Review current stock on-hand in SAP and note where you believe you are clear through. If different than highlighted on cleartrack, confirm coverage with your planner.
3. Run LOBs (attached) for a 13 week horizon. This action should be done for each quarter.
4. Send an email to each fulfillment specialist (FS) by supplier and ask them to confirm with their suppliers that they are aligned to support needs.
a. Once you receive input from the FS, load commits in to your cleartrack. This will be the way that you can visually confirm what is being shipped and received timely. The FS will be confirming that the supplier is clear material (or material is aligned to support), capacity and all resources needed to produce parts.
b. If the FS confirms the supplier has any issue with meeting our needs, request a meeting to understand more clearly the issues and what is needed to mitigate risks. Request that a leader from production and planning are present to drive the right dialogue.
a. Based on the information you receive, you will need to set up follow-up meetings with the supplier and FS, as well as potentially meetings with HON resources to support recovery.
5. Review cleartrack daily for expected shipments and receipts. Note when parts dock, are in QM lot, etc. so that you can help drive them through system. Parts on dock are not parts that can be released to the engines.
a. If parts do not ship as expected, meet with the FS (and supplier as needed) to understand issue and recovery plan.
b. Set on day aside each week to send messages to the FS to validate the next two week's commitments. I do this via call, email or IM.
6. Set up daily meetings with your planner and team. I recommend including the global planner and business team person in to those calls to support allocations to spares as needed and/or help-needed from the customer. These meetings give your production planner supply updates so they can maintain EPCOT (engine build schedule and pacing parts) realtime.
This data is used to report to executive leadership nightly for projections and status to the plan
Nesco Resource and affiliates (Lehigh G.I.T Inc, and Callos Resource, LLC) is an equal employment opportunity employer and does not discriminate on the basis of race, color, religion, sex, sexual orientation, gender identity, national origin, disability, age, or veteran status, or any other legally protected characteristics with respect to employment opportunities.