The Hill Group

Harry Humyak

Harry Humyak is an accomplished Supply Chain Leader with 19+ years of experience, who resides in the Chicagoland area. Driven by results and accountability, who feeds off positive energy and try his best to share that energy with anyone he’s surrounded with in effort to express self well one-on-one or in groups. This has helped him build rapport up, down, sideways, inside and/or outside each organization he’s worked with. His goal is to Provide clear directions and information people need to know, exactly when they need it!

Following is the conversation with Humyak.

As the Supply Chain Director, what are some of your key roles and responsibilities that you have on a daily basis at The Hill Group?

My primary focus is to lead and develop a team of 20 employees that help us win (What’s Important Now) each day within our support logistics team. This team makes up several sub teams from within that focus on Tools & Equipment, Warehousing, Purchasing, and Cartage.Evaluate & improve the supply-chain daily, by leveraging resources and technology. Review and optimize the data we collect in a way that helps us operate as efficient as possible. Negotiate & manage agreements with suppliers/manufactures to ensure that we are receiving commodities/services that help us exceed our customers expectations. Oversee DOT compliance for fleet to ensure that safety is part of our delivery.

Industries across the globe continue to battle the Great Supply Chain Disruption. They’re striving to optimize execution, diminish risk, improve dexterity and identify ways to gain a real competitive advantage. To achieve these goals, it will be essential to create data-driven networks, maximize the latest digital transformation capabilities, prioritize risk management and resilience, streamline logistics, and much more. Your views on this.

I think that these strategies are important more than ever, and the benefit to maximizing your supply-chain is just as valuable as landing a mega sales job. In some cases the payback is even greater!

How will continuous logistics disruption drive the need for constant master data maintenance, as well as refined logistics parameters and inventory levels?

I believe that the supply-chain business has impacted so many over the last 3+ years it’s almost forced businesses to react. In the past, manufactures and distributors knew more about the business of each widget they sold. In today’s environment, in high achieving supply-chains, they know more about the widget than the distributor and manufacturer!

What would be your piece of advice for your fellow peers and leaders?

My advice would be to refine the processes that bottleneck your operations. Reduce complexity, and leverage technology to make it effortless to keep the supply-chain moving forward. In today’s world, were all expected to do more with less. If you’re waiting for something to change, you’re to late. Seek the change, and impact behaviours from a positive standpoint!