Supply Chain Planning and Sourcing Analyst

Production Planner / Supply Chain Analyst

Own the schedule. Buy the materials. Publish the numbers. Help a growing plant catch its systems up to its sales.

If you are a plant planner or buyer-planner who is already employed and not hunting, this is the version of the job worth a conversation. It is not a shared-services planning cube. It is not purchasing-only. You run the plan that the floor works to, and you buy what that plan requires.

The work

This is a Northern Kentucky process manufacturer running liquids and powders. The powder / dryer schedule drives the liquid schedule, so planning is one production system, not two jobs taped together.

The person in this seat today is leaving in two weeks. You would step into a live role reporting to the supply chain leader — not the CFO, not a planning committee. You build the schedule. He reviews it. That is the approval chain.

• Production planning and scheduling for powders and liquids, including dryer capacity, product profile, equipment, and testing constraints

• Raw material purchasing: purchase orders, cost, dates, confirmation, inbound logistics

• Inventory and MRP positions — keep the plant fed without parking cash on the floor

• Operational statistics the plant actually uses: productivity, yield, schedule performance

• Daily contact with operations, quality, and product development

Most weeks look like about 60% at the desk, 30% in production meetings, 10% on the floor. The plant runs five to six days, two shifts. There is extra dryer capacity today, so this is not a seven-day firefight — it is a growing plant whose planning tools have not caught up yet.

Why someone good would leave a comfortable job for this

• You are not siloed. Purchasing, planning, quality, regulatory, and R&D all sit in the same week.

• The schedule is yours. People who have had eight stakeholders rewrite their plan tend to care about that.

• The company is about 60 people and growing faster than last year’s plan. New sales capacity is working.

• Year-one work that matters: barcoding, and pulling scheduling out of Excel toward Sage X3. The ERP is already in place. The planning module is not how they run yet. That is the opening.

• There is a path toward Supply Chain Manager if the company keeps growing and you advance the seat. Sideways moves happen here too.

This is a poor fit if you want a finished process, a large team under you, or a job that is only MRP messages and no purchase orders.

What you need to have done

We care more about how you think than which logo is on the badge.

• You have built or owned a production schedule where materials, capacity, and demand did not line up — and you made a call.

• You have issued purchase orders or worked raw materials close enough that you know what late actually does to a plan.

• You are dangerous in Excel and comfortable in an ERP / MRP system. Sage X3 is what we use. Oracle, SAP, Infor, Plex, or anything serious is transferable.

• You can keep a lot of details organized when part of the job still lives in people’s heads. That is the honest hard part.

• Manufacturing is preferred. Process, food, chemical, powder, or CPG experience helps. Strong planners from distribution have worked here before.

A bachelor’s in supply chain or business is useful. So is plant-floor judgment. We will not lose a strong planner over a degree line.

• On-site in Northern Kentucky

• Two conversations: a 30–45 minute video call with the hiring manager, then an on-site of about two hours with supply chain, commercial leadership, and the CFO

If that sounds like work you already know how to do, and you want a smaller room where the plan you write is the plan that runs, we should talk.