Art Koch Email and Phone Number

Transforming Industrials. Investing in People℠StoneTree Investment Partners LLC ("StoneTree") is an industrials-focused private investment firm founded in 2021 by experienced operators, engineers, and investors.StoneTree selectively invests in established niche manufacturing and industrial companies where the firm can serve alongside employees to elevate the company. StoneTree collaboratively works to develop a clear plan -- the Business Transformation Agenda -- and then supports, develops, and invests resources.

Responsible for delivery of sustainable Supply Chain solutions.•Provided interim materials management leadership for a Tier 1, $140 million revenue and 1,000,000 square foot facility.•Stabilized materials organization during crisis period. •Established a materials management cadence: staff and one-to-one meetings, daily SQDC reviews, established meaningful KPI’s, engaged the materials team in Gemba process.•Results: Improved OE on time delivery from 84% to 99.9%. Reduced premium freight from +$100K/month to below $15K/month. Improved machine down time due to purchase parts availability from 4-8 hours/day to 0-45 minutes/day. Reduced materials safety concerns from 4-6 incidents to 0/month. Reduced MRO PO lines past due from 302 to 109. Improved inventory accuracy: reduced negative inventory from +$2.5 million to $184K.•Consultant for $1.9 billion Logistic solutions provider. Coached and mentored Mexico leadership team during factory launch and prepping for business sale. •Result: Reduced customer past due orders from +$5 million to under $400K•Lead Supply Chain assessment of $2 billion IT POS integration solution provider. Result: Board of Directors used assessment as the operating plan for Supply Chain transformation.•Consultant for a leading middle market private equity firm, 2012 to present.•Lead the selection process for Demand Planning, Inventory Optimization and Replenishment Planning software solution. The business has $1 billion in revenue.•Developed and implemented forecasting and inventory optimization process for aftermarket division of a $350 million capital equipment company. Result: Decreased total inventory, increased material availability to customer from 82% to +99%.•Interim VP of Supply Chain Management for a $200 million portfolio company, reporting to CEO.•Engagements reviewing results for SCM leaders performance and reporting out to CEO’s and COO’s.

Supply Chain Subject Matter Expert

Supply Chain Subject Matter Expert

Supply Chain Consultant

Supply Chain Consultant

Supply Chain Consultant

Supply Chain Consultant

Supply Chain Consultant

Supply Chain Consultant

Supply Chain Consultant

Supply Chain Consultant

Supply Chain Consultant

Supply Chain Consultant

An electric motor plant specializing in the manufacture of hermetic motors with 450 employees and 240,000 square feet. Responsible to Lead Plant Manager for production operations of 5 business units. Member of leadership team to insure service level attainment, inventory investment, profitability, safety, quality and cost drivers•Performed Sales and Operations Planning process for plant relocation. Result: Completed 100% of customer’s demand and safety stock requirements for plant relocation.•Implemented visual Manufacturing Scheduling Process. Result: Improved on time deliveries from 97.8% to 99.9%.•Project Manager for ERP, QAD (MfgPro) implementation project. Result: Supported 7 sites in Mexico. Maintained 99.9% on time delivery..•Implemented new scorecard for Supply Chain and Manufacturing. Result: Trained 22 salary and manufacturing leads; improved efficiencies from 67.1% to 83.5% or $2,375,000 annually.•Led project team for implementation of LEAN manufacturing, TPM and Toyota Production Process. Result: Held 36 Kaizen events, generated annual savings of $479,900, WIP inventory reduction of $100,000 and improved machine uptime from 84% to 99.3%.·Directed Facilitator Development Program. Empowered 4 self-directed teams with responsibility and accountability. Result: Offset cost of 4 salary positions or $275,000 annually.·Increased revenue by improving the Supply Chain for Customer Lead-time Reduction Program and Manufacturing Scheduling Process. Result: Reduced lead-time from 20 to 4 day’s and improved service from 97.8% to 99.9%.·Headed-up Safety Program initiative. Result: Achieved 1,000,000 hours without a lost time accident.·Led Manufacturing during the implementation of ISO 9000. Result: Reduced customer PPM’s from 249 to 99.

A multi-national manufacturer specializing in jet turbine and structural components for military, commercial, and space sectors with 1,500 employees in North America. Responsible to Chief Operations Officer for procurement, logistics, materials management, new programs and supplier development for 5 North American locations.·Led organizational re-design of Supply Chain and New Program Management, implemented Sales and Operations Planning, reset expectations and accountability. Result: Improved cost by salary head count avoidance of $90,000, improved on-time delivery from 40% to 90%, and avoided $2,000,000 in tooling costs.·Directed the design and implementation of Supplier Development initiative with Supplier Scorecards, rationalization of supply base and reverse e-auctions. Result: Improved supplier delivery from 88% to 97% with 5.7% annual cost reduction

Annual sales of $1.3 billion, 2,750 employees, 675,000 products, 1,725,000 SKU’s, 31,500 Supplier/DC combinations, 900,000 virtual products, and five distribution centers.Responsible for infrastructure systems and processes within Procurement/Merchandizing, internal departments, customers and suppliers. As member of leadership team insure service level attainment, inventory investment, and profitability. ·Executive sponsor who led selection process and implementation team for JDA/E3 TRIM Forecasting and Inventory Management system. Team successfully implemented the $2.7 million project on time and under budget for 1.7 million SKU’s.·Led organizational re-engineering in Procurement administrative function; reduced head-count 21% annually while improving service.·Championed supplier B2B efforts. Increased supplier subscriptions to 2,350 from 650.·Reduced inventory investment by $80 million (24%) while maintaining customer service.·Increased inventory turns by 37%.

A $4 billion multi-national consumer products company. Responsible to General Manager for procurement, materials management, customer service and logistics. Member of leadership team for three business units, directly involved in P&L decisions and setting strategic direction.·Re-engineered Production Inventory Control, Logistics and Procurement Organizations, which increased accountability and internal customer service.·Improved customer service shipments of on-time and complete orders from 45% to 97% by implementing daily production meetings; improved raw material availability and enhancements to the Demand Solutions DRP and QAD MFGPro ERP planning systems.·Facilitated implementation of integrated indirect supplier with total cost saving of more than $1 million.·Directed efforts to reduce business complexity and re-engineering order flow to eliminate 40% NVA tasks.·Maintained raw material cost during a period of intense price increase pressures through solid negotiations with top 10 suppliers.·Reduced raw material and work-in-process inventories by $1 million (11%) by implementing Kan-Ban’s and other inventory pull processes.

A large electric motor plant specializing in the manufacture of hermetic and fractional horsepower motors. Annual sales were $75 million with 550 employees. Responsible for production inventory control, material planning, raw material supplier purchasing and logistics. ·Co-developed/implemented automated production reporting system utilizing LEAN manufacturing techniques. Reduced reporting errors from 10,000 PPM to less than 1,000 PPM.·Developed/implemented systems for feeder plant material ordering, Kan-Ban’s of repetitive parts, production scheduling and improved material control. Eliminated production disruptions that allowed facility to achieve 100% of line rate and 97 – 99.5% of schedule.·Transfered raw material ordering and inventory storage responsibilities from two out-of-state facilities, consolidated inventory in 11 stock-keeping areas into two highly controlled cribs, achieving reductions to inventory shrinkage by $1.3 million per year and inventory levels by $3.5 million, or to 13.5 days on hand. ·Implemented real time Radio Frequency Bar Coding System for inventory transactions.·Implemented division-wide feeder plant on-time measurement, cycle counting and facility benchmarking systems.•Conducted 10 three-day Management Excellence and Leadership sessions. Result: Recognized as the most influential trainer in division.

Responsible for sub-supplier selection and scheduling, procurement, production inventory control, shipping, receiving and distribution of products manufactured in the USA and England and distributed in North America and Asia. •Directed the implementation of Total Quality Management, LEAN/Synchronous Manufacturing, Toyota Shutdown process, JIT principles and Kan-Bans for the Materials Organization. Results: Reduced work-in-process inventory from 4 days to 8 hours.•Led the implementation of improved customer scheduling, refinements to MRP and material storage techniques. Result: Reduced inventory by $3,500,000, 40%, or 23 turns per year and improved customer delivery compliance from 84% to 98%.•Directed the improvements necessary for the Materials Control Department to comply with Ford and General Motors’s requirements toward their Q1 and Targets for Excellence certification.•Led the reduction of the supply base and negotiated new contracts. Result: Decreased annual material cost by $1,500,000 or 3.7% of sales.

A machine tool company specializing in screw machine, center less grinding, tool and die manufacturing.Shift Supervisor and Machinist