Manufacturing Today - January/February 2016 - 71

Marketing and Engineering Solutions Inc.

ers. We identify those suppliers that
can deliver the best quality products
and work with the customer to forecast and deliver the parts in a timely
and efficient manner. In doing so, we
can reduce overhead for our customers in many areas."
MES is a 15-year-old business, but
the supply chain management side of
the business was added in 2007. Some
of Shah's customers were looking for
components and castings from India or China and needed help from
someone with supplier connections
to help them buy items from those
countries. Shah heard over and over
again from his customers: "We don't
want to work with suppliers. How
can you manage this for us?" In 2007,
Shah partnered with a friend who had
warehousing capabilities and hired
contract engineers to work with overseas suppliers. After that, the opportunities began rolling in.
The company has doubled in revenue every year for the last six years.
"Our organic growth has been very
humbling," Shah adds. "The key is a
continuous cycle of failure and learning that leads to success. Our team
might make mistakes; as fast as we
grow, that is bound to happen. We
have adopted an outlook that failure is
an organic part of our life. We look not
to blame, but to focus on a solution."
Within the next three years, MES
will grow from one to three locations
in Mexico, along with locations in
Iowa and near the Mexico border in
Texas to support its growing customer base across the country.
"We're focusing on our customers
and the entire supply chain, along
with high variety, low volume," Shah
explains. "Most companies' domestic
suppliers require high-volume orders.
We focus on the other side to set ourselves apart."

Midwest

mes's team is a group of
problem-solvers who
positively affect all
aspects of the business.

The dynamics are particularly complicated when customers are looking
for low and medium volumes because
it is hard to delineate where exactly
on the arm's-length-partnership-relationship model continuum they
should focus their energy.
MES's largest competitors are
those in the automotive space. Although Shah admits that they can essentially do the same thing as MES,
his company sets itself apart by offering a mix of products through an efficient supply chain model. By focusing
on a mix of materials, MES can reach a
larger customer base.
Shah explains that MES has three
important metrics that it strives to
work towards: on-time delivery, quality parts-per-million (PPM) and optimized Six Sigma Level Inventories.
"Our team monitors these metrics
monthly and relentlessly works on
improving them," he says.

company began shipping directly to
Mexico in 2012. Shah sees Mexico as
a huge source for production in the
coming years. "We don't see that as a
challenge; we see it as an opportunity," he says.
Mexico's incredible economic
growth has been led by manufacturing exports, largely emanating from
shah says he is very
fortunate to be a part
of mes, given the unique
type of work it does.

Quality Assurance
Mexico has been the biggest growth
surprise for MES, considering the
JANUARY/FEBRUARY 2016 manufacturing-today.com

71


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Table of Contents for the Digital Edition of Manufacturing Today - January/February 2016

Contents
Manufacturing Today - January/February 2016 - Cover1
Manufacturing Today - January/February 2016 - Cover2
Manufacturing Today - January/February 2016 - 1
Manufacturing Today - January/February 2016 - Contents
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Manufacturing Today - January/February 2016 - Cover3
Manufacturing Today - January/February 2016 - Cover4
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