David Robinson

This role reports to the President/CEO while responsible for all functions of the manufacturing operations and supply chain. Ownership for both strategic and tactical plans to deliver on KPI's for delivery, quality, and cost attainment. - Improved OTD 50% on machine builds and 3% in machining operations in 2025 vs. 2024. - Additional 2% throughput improvement on major product line machine assembly builds in 2025 after 22% from 2021-2024. - Improvements in receiving, replenishment, picking and shipping times have led to on-time improvements of 17% over 4 years. - Responsible for S&OP process for demand and supply planning that reduced inventory by 20% in 2025 vs. 2024. - Sourcing and procurement delivered 2.8% cost reduction via category management in 2025. Supplier delivery performance was steady in 2025 while quality level improved by .7%.

Paper Machinery Corporation is the world’s leading source of forming machines for paperboard cups, containers, and custom packages. PMC’s state-of-the-art machinery includes versatile servo drive models, the high speed PMC 1003 cup forming machine and PMC’s overwrapping machines. This role reports to the President/CEO while directing all aspects of PMC's supply chain with accountability for the S&OP process, demand planning, master scheduling, production planning, sourcing, procurement, distribution, and logistics. Responsible for the creation of integrated supply chain plans to support new product development, future growth, and the ongoing development of the supply chain, distribution, and logistics team. - Delivered 11% on-time improvement for completed machines year-over-year. - Improved manufacturing throughput by 14% due to re-imagined material flow and planning. - Raised supplier delivery performance by 10% by digitalizing full collaboration with supply base. - Improved product availability in aftermarket business by 6% year-over-year. - Led site layout changes to create 20% additional machine building capacity. - Implemented new shipping software in distribution function with goal to improve on-time performance 10%. - Streamlined sourcing of domestic and international transportation to secure cost savings. - Future initiatives will include further digitalization and automation at all points in the supply chain (customer, internal, supply base).

Manufacturer and distributor of machinery and equipment for the turf maintenance, construction, irrigation and snow removal markets with annual revenues of $3+ billion. Developed, implemented, and drove a strategic plan concentrating on people, process, and technology to deliver significant customer service improvements for the Toro distribution network. Primary focus was a 420K square foot worldwide parts distribution center responsible for $350 million annually, 2.6 million lines, and 300 employees. - Increased Shipping Revenue 20.3% - Increased On-Time Fulfillment rate 9% - Improved Receiving Throughput time 21% - Developed and implemented Standard Operating Procedures in facility

General Manager for all aspects of the surface mining group ($1.8B+) distribution, logistics, trade compliance, and international invoicing team. This includes the master distribution center ($800 million revenue), plant receiving and shipping operations, all transportation modes (TL, LTL, Rail, Parcel, Ocean, Air) both domestically and internationally, trade and customs compliance, import/export documentation, and all continuous improvement and strategic projects. 50 Salary and 130 hourly employees. Key performance indicators with improvements in the first 12 months are the following: - DC processing time 50% improvement - DC quality 10% improvement - DC productivity 10% improvement - Transportation management 2-12% cost reduction - Trade and Customs Compliance savings of $2-$4 million annually Strategic initiatives complete - Lean process flow implementation in the distribution center - Warehouse Management System - SAP EWM - Global Freight Forwarder rationalization for 7% savings - Parcel contract re-negotiation with 12% savings - Development of intern and succession planning initiatives

Directing the distribution and logistics operations for all aspects of the surface mining group ($1.8B+). This includes the master distribution center, plant receiving and shipping operations, all transportation modes (TL, LTL, Rail, Parcel, Ocean, Air) both domestically and internationally, trade and customs compliance, import/export documentation, and all continuous improvement and strategic projects. Key performance indicators with improvements in the first 12 months are the following: - DC processing time 50% improvement - DC quality 10% improvement - DC productivity 10% improvement - Transportation management 3% cost reduction - Trade and Customs Compliance savings of $1 - $3 million annually Strategic initiatives completed - Enhanced EDI for end-to-end supply chain visibility - Carrier rationalization projects on TL and LTL - Global Freight Forwarder RFQ - SAP GTS implementation for NAFTA and other FTA benefits

Direct operations for major distributor of Plumbing, PVF, HVAC, Waterworks, and Fluid Handling products. Operations responsibilities included demand planning, sourcing, purchasing, inventory management, distribution center management, transportation (fleet and carriers), and safety. Key accomplishments included the following: - Transformation of supply chain function through development of category organized teams. - Delivered 1-2% annual savings on $225 million spend. - Achieved 5% improvement of inventory turns on $60 million inventory. - Raised on time shipping fulfillment by 3% across a network of 29 distribution sites. - Improved customer service fill rates on stock items by 2%. - Drove 10% reduction in LTL, TL, and parcel through better contracts and use of 3PL provider. - Implemented safety policy corporate wide and succeeded in getting corporate safety role created and staffed. - Sourced, selected and implemented AI based routing software for fleet of 85 delivery vehicles which led to 5% reduction in fuel expenses annually.

Direct all materials, operations, logistics, trade compliance, facility maintenance and project activities for major North American distributor of material handling and storage equipment. Logistics responsibilities included inventory management, distribution center management, transportation, quality assurance, customs compliance, and 3PL management. Organization sold to Global Industrial products in late 2014. Key accomplishments included: - Launch of a new main distribution center which drove on-time shipping from 90% - 99.9% within 1 year. - Decreased inventory levels by 10% while improving fill rates 2% over 3 year period. - Gained 16% in labor productivity and achieved 38% in expense reduction over 5 year period across distribution network of 4 company DC's and 1 3PL facility. - Negotiated new transportation contracts with major suppliers delivering 3% savings on $40 million spend. - Restructured trade compliance team to improve cohesion and deliver 3% improvement in costs to Mexico and Canada. - Selection, negotiation and implementation of a 3PL relationship in Mexico to support business growth. - New leases on 3 North American distribution centers with 2% cost improvements.

Direct all supply chain activities of value-added supplier of electrical wire, cable and wire management products. Product lines support military, aerospace, automotive, industrial, marine, and other industries. ISO and AS9100 approved. Major accomplishments include - Development of category strategies driving cost reductions of $2m-$3M annually. - 20% reduction in quote response time due to system development and implementation - Improved inventory service levels from 90% to 98% and improved inventory turns by 10% - Creation of supplier performance rating system drove 10% supplier delivery improvement on 90% of spend. - Lead for supply chain function on integration of 4 acquisitions and 2 green-field start-ups into the business.

Manage all purchasing and planning activities of value-added supplier of electrical wire, cable and wire management products. Product lines support automotive, industrial, marine, and other industries. ISO approved. - Realized $1M in Savings in first six months by implementing category management for $100 million spend. - Streamlined inventory planning to drive 10% improvement in turns in 1 year. - Initiated and implemented supplier scorecard rollout for 90% of spend.

Managed forecasting, purchasing, and planning for $900 million parts, accessories, and custom motorcycle manufacturing business unit. Key accomplishments included: - Delivered 3-4% annual savings on key materials for $250 million spend - Led Supplier Improvement team via lean techniques to reduce lead-times 10-25% and improve supplier delivery to 98% with participating suppliers. - Lead responsibility for S&OP process driving 10% reduction in forecast error. - $50 million of inventory savings or avoidances from 1999 - 2005 - Leader for implementation and rollout of collaborative inventory management program with dealer network for the management of retail parts, accessories, and clothing inventory. Retail sales and turns for program members outpaced overall network by 4% on sales and 10% on inventory turns driving organization to pursue full roll-out. - Development of contract packager into major tier 1 supplier of multi-component products driving 20% cost reductions for organization.