Senior Manager, Supply Chain Planning

Xometry (NASDAQ: XMTR) powers the industries of today and tomorrow by connecting the people with big ideas to the manufacturers who can bring them to life. Xometry’s digital marketplace gives manufacturers the critical resources they need to grow their business while also making it easy for buyers at Fortune 1000 companies to tap into global manufacturing capacity.

As Xometry moves from transactional custom parts into recurring production programs, the planning problem changes shape. Strategic programs commit us to volumes, lead times, and capacity months ahead of demand, across a distributed network of manufacturing partners. Doing that well requires demand and supply planning capabilities that do not fully exist yet.

The Senior Manager, Supply Chain Planning will build them. This role is responsible for developing the demand planning, supply planning, and analytical capabilities that underpin Xometry's strategic programs, and for turning those capabilities into decisions leadership can act on: what capacity to secure, where to place volume, what inventory to hold, and where the risk sits.

Alongside the planning mandate, this role will directly program manage a set of new and emerging opportunities. These are programs without an established playbook, where the work is to structure the problem, stand up the operating approach, and prove it out before handing it to a steady-state owner.

This is a build role as much as a run role. It suits someone with strong analytical fundamentals and a consulting-grade ability to structure ambiguity, who wants to own the answer through implementation rather than stop at the recommendation.

This role reports to the Director, Strategic Program Enablement.

• Develop the demand planning approach for strategic programs, including forecast methodology, demand signal integration, and forecast accuracy measurement
• Build supply planning processes that translate customer demand into partner capacity requirements, production placement, and lead time commitments
• Establish a planning cadence across programs, including a recurring supply and demand review with commercial, operations, and partner network stakeholders
• Define the planning data model, inputs, and system requirements; partner with Product and Data teams to make them real
• Create scenario and sensitivity models to test the impact of volume shifts, capacity constraints, partner attrition, and program ramps
• Set and track the planning KPIs that matter: forecast accuracy, capacity coverage, on-time delivery risk, and inventory exposure

• Own the analytical work behind strategic program decisions, including capacity investment, sourcing footprint, cost-to-serve, and inventory strategy
• Build a consolidated view of demand, committed capacity, and program loading across the strategic program portfolio
• Surface supply risk early with quantified impact and clear mitigation options
• Translate analysis into recommendations that leadership can act on, and follow through to implementation
• Build reusable models and reporting rather than one-off analyses

• Take direct program management ownership of new and emerging strategic opportunities that do not yet have an established operating model
• Structure the problem, define the operating approach, and stand up the working team across internal and external stakeholders
• Drive execution against timeline, cost, quality, and delivery commitments through the pilot and ramp phases
• Establish the governance, metrics, and handoff criteria required to transition the program to a steady-state owner
• Capture what worked and codify it into the broader Strategic Program…