Supply Chain, Manufacturing, and Financial Operations Consultant
JOHN WILL has dedicated his career and more than 30 years to pursuing excellence in manufacturing operations and supply chain management. He focuses on helping manufacturers achieve their business objectives by improving operations planning, supplier and materials management, manufacturing operations management, sales and operations planning (S&OP), global logistics, and other functional areas. Earlier in his career, he held strategic and management positions with companies like HTG Molecular Diagnostics, REhnu, Bose Corporation, Brocade, Thermo King; his contributions included:
● Boosting capacity without capital investment
● Increasing profitability through better S&OP
● Creating a culture of lean through CI initiatives
● Reducing inventory and simplifying the supply chain
● Implementing metrics and systems for better business outcomes
● Streamlining material management, logistics, S&OP and manufacturing processes
● Improving processes in production and manufacturing engineering
● Establishing strategic alliances and partnerships
John is a certified supply chain professional (CSCP), earned a BS in Mechanical Engineering from Carnegie Mellon University, and holds an MBA from the University of Minnesota's Carlson School of Management.
Manufacturing companies are now looking to planning & scheduling as the next big opportunity to improve operations performance. The number of effective manufacturing planning & scheduling applications on the market today is proof that manufacturers are investing in this critical area of the business. So why are some companies still struggling to make their investment in production planning software and processes pay off? There are many reasons why a planning & scheduling initiative might not deliver expected ROI, but as I recall an incident from early in my career, I’m reminded that effective two-way communication is a critical element for planning & scheduling program success.