Stuart Walton

With >20 years of supply side experience in manufacturing and distribution delivering >$200MM in EVA through cost savings, avoidance and process improvements to supply chain processes inside manufacturing operations. These included notable events in global strategic sourcing projects delivering value >$60MM (global motors, drives, gear producer) in categories such as castings, plastics, steel and copper sourcing. Delivering best practice process improvements to a multi-site global electronics and controls manufacturer that delivered over $14MM in savings over two years. In all cases prioritizing delivery performance as a co-requirement to savings, for example OTD moved up from 85% to >99% in 18 months while saving >$6MM in purchased/delivery cost and simultaneously reducing working capital inventory >$5MM within 15 months. In regulated industries such as medical devices reduced focused on suppler selection and performance resulting in reducing material cost >11%; concurrently improving incoming quality, first pass yield, supplier delivery performance, reducing lead time (18 days), reducing inventory (>40%) and improving machine line uptime with no unplanned changeover reduction >90%. Over 20 ERP installs or upgrades of multiple systems focused in the areas of purchasing, distribution, manufacturing models. Have led multiple global strategic sourcing projects and change management initiatives from P2P process to EAM (enterprise asset management). Multi-year process improvement spanning multiple manufacturing sites and DC’s for a sporting goods manufacturer, importer, distributor that touched the value chain across make-source- deliver yielded and EVA ~26MM across material cost, freight savings, working capital reductions, shorter lead-times, less OT through inventory management and scheduling practices, while increasing factory output, quality and customer sales. Global sourcing activities in over 40 countries that focused on cost, quality, delivery, and product development. Robust selection processes lead to multiple improvements in all metrics cost including expediting reductions, (eliminating air freight through better S&OP, forecasting, and demand management planning with suppliers to alter material provisioning). In some cases moving to VMI, 3rd party warehousing in US vs APAC, EDI utilization, kanban’s, and other tools to reduce the inherent risk of stockouts impacting customers and revenue. Additional experience in managing manufacturing plants in US and China including standing up quality systems and labs overseas for both purchased and manufactured parts, assemblies and finished goods. Stuart holds a BS in Purchasing and Materials Management and MS in Industrial Management and earned the following certifications C.P.M. (ISM), CPIM (ASCM/APICS), CQA, CMQ/OE and CSGBB (ASQ).
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