Order to Delivery Industrialization Manager, Ford Energy

Ford Motor•Dearborn, MI

20d•$138,240 - $261,720•Hybrid

About The Position

The Order to Delivery (O2D) Leader serves as the primary architect and orchestrator of the company’s end-to-end fulfillment engine. This role spans the entire value chain—from the moment a customer order is captured, through supplier and production readiness, logistics and inventory strategy, to the final mile of distribution. This leader ensures seamless execution across demand, supply, inventory, warehousing, transportation, and supplier fulfillment functions while continuously improving service levels, cost, and speed.

Requirements

Bachelor’s degree in Supply Chain, Operations, Engineering, Business, or related field
10+ years progressive experience in supply chain, planning, manufacturing, logistics, or operations
5+ years in leadership roles with cross-functional responsibility
Demonstrated experience leading end-to-end Order to Delivery or similar integrated operations function
Strong financial acumen and working capital management experience
Strong communication and interpersonal skills, with the ability to influence and collaborate with stakeholders at all levels.

Nice To Haves

Master's Degree in Supply Chain Management, Engineering, Business Administration, or APICS CPIM certification is a plus.
Knowledge of project management methodologies (e.g., Agile)
Experience working with Kinaxis APS, E2Open, SAP S4 Hana, TMS (transportation management system), AMRs/AGVs
Experience in high-mix, global manufacturing or consumer/industrial industries
Strategic thinker that leverages technology tools to design and implement an order to delivery system in a new, dynamic business with a complex manufacturing environment.

Responsibilities

Architect and manage the seamless flow of the "Order-to-Cash" cycle.
Ensure that every handoff—from sales order entry to warehouse picking and final-mile delivery—is frictionless and transparent.
Drive an industry-leading OTIF (On-Time In-Full) culture.
Establish rigorous root-cause analysis protocols to identify and eliminate the systemic reasons for delivery failures or delays.
Break down departmental silos by establishing shared goals between Sales, Manufacturing, and Logistics, ensuring the entire organization is aligned toward the customer’s delivery date.
Serve as the strategic architect for the end-to-end industrial system in the Ford Energy business, synchronizing demand signals with supply capabilities, inventory targets, and distribution capacity.
Lead 12-to-24-month horizon planning to ensure the fulfillment network—including warehouse footprints, transportation lanes, and manufacturing lines—is scaled to support multi-year growth projections and seasonal peaks.
The "Golden Triangle" Balance: Masterfully navigate the trade-offs between Service Levels (i.e. customer satisfaction), Operating Costs (i.e. freight and labor), and Working Capital (i.e. inventory investment).
Work with Procurement to gain deep visibility into Tier 1 and Tier 2 supplier performance, ensuring that raw material delays are mitigated before they reach the production floor.
Ensure that factory output is prioritized based on high-value customer orders and strategic inventory needs rather than just machine utilization.
Own and improve KPIs including OTIF, forecast accuracy, inventory turns, backorder levels, fill rate, lead time, and cost-to-serve
Proactively manage the health of the balance sheet by minimizing slow-moving inventory through aggressive clearance strategies and tighter procurement controls.
Design and implement dynamic safety stock and re-order point strategies tailored to different product segments (e.g., high-velocity vs. custom-engineered items).
Partner with Finance to improve the Cash Conversion Cycle by increasing inventory velocity and reducing the time from order receipt to final delivery.
Carrier & 3PL Governance: Transform vendor relationships from "transactional" to "strategic."
Conduct regular performance audits and lead contract negotiations to ensure cost competitiveness and capacity guarantees.
Oversee internal and external warehouse operations to ensure high levels of inventory accuracy, picking productivity, and safety compliance.
Explore and implement innovative delivery solutions to reduce lead times and enhance the "unboxing" experience for the end customer.
Lead the transition from manual/spreadsheet-based processes to automated, system-driven workflows.
Maximize the utilization of Customer Relationship Management (i.e. Sales Force), ERP (IT system) and Advanced Planning Systems (APS) + niche technology software.
Act as the primary champion for organizational change, helping the workforce adapt to new technologies, processes, and performance expectations.
Deploy Lean and Six Sigma tools to eliminate non-value-added steps in order processing, significantly reducing the administrative lead time of the fulfillment cycle.