Director of Supply Chain

Job Summary
The Director of Supply Chain establishes end-to-end supply chain planning discipline so that AMI’s growth promises meet physical reality. As AMI is growing & we are focusing on growth — from a single plant into a multi-site, cross-border manufacturer — this role stands up and leads a defined Supply Chain department, consolidating the planning, procurement, inventory, logistics, and materials/process engineering that today are fragmented across Operations, Engineering, Business Administration, and Operational Excellence.

It owns the planning, master data, and material flow that make a modern ERP and the AMI USA cross-border operation work. This is a net-new leadership hire reporting to the Chief Operating Officer, alongside the Director of Manufacturing Operations

Qualifications & experience

Experience. 10+ years of progressive supply chain leadership in a discrete, custom, or engineer-to-order manufacturing environment.

Function-building. Proven experience standing up or transforming a supply chain function — not only running an established one.

ERP.Hands-on ERP selection and/or implementation experience (Epicor, Microsoft Dynamics / Business Central, Infor, or similar), including MRP, transfer orders, and multi-level BOMs.

Multi-site & cross-border. Multi-site planning and Canada–U.S. cross-border / import-export experience.

Planning depth. Strong S&OP, demand planning, inventory optimization, and procurement / supplier-management expertise.

Leadership. A track record building and developing teams and partnering across Sales, Engineering, Operations, Quality, and IT.

Data discipline. Comfort setting master-data, BOM, and routing governance.

Credentials. APICS / CSCP / CPIM or equivalent.

Key Responsibilities

Sales & Operations Planning. Operations capacity across all sites.

Materials, procurement & inventory. Lead materials planning, procurement strategy, inventory management, and supplier performance.

ERP groundwork. Lay the process groundwork for ERP success — enforce robust planning routines before automation so the new ERP (the Epicor-versus-Business-Central decision now in progress) improves the business rather than simply speeding up poor processes.

Master data & BOM governance. Own BOM structure, routing master data, and ERP planning / master-data ownership; partner with Sales on forecast accuracy, Engineering on BOM governance, and Operations on capacity.

Cross-border material flow (Prentice). Design and run the cross-border material and inventory process for AMI USA / Prentice — in-transit visibility, customs and compliance data, and receiving — supporting the fabricate → cross-border transfer → weld → assemble → ship flow.

Multi-site planning. Plan a multi-stage, multi-site material flow — raw material → fabrication → component inventory → kitting → interplant transfer → weld → assembly → paint → shipment — across Hawkesville, Elmira, and including any future Elmira fabrication-center of excellence model.

Quality partnership. Partner with Quality and OpEx on supplier quality and on the check applied to parts leaving Hawkesville before cross-border transfer.

Build the team. Structure the department’s groups, develop the people, and train and build the team into a proactive planning function.

Success Metrics

On-time delivery held or improved as volume grows.

Inventory turns versus stockouts.

Premium-freight and expedite cost as a percentage of sales, trending down.

Quote-to-ship cycle-time reliability

Material-cost savings from planning.

ERP margin case — measurable contribution to the projected 5–10% margin improvement through planning, data, and master-data discipline.