Chenna Chakka

• Achieved $2.5M in cost savings by negotiating a new 5 year national contract for standard uniforms.
• Reduced software vendors by 45% and renegotiated annual maintenance costs to save $1M over 3 years.
• Standardized global purchasing specification for fleet trucks resulting in cost avoidance of $0.6M.
• Consolidated the MRO parts supply base by 25%, reducing year-over-year repair spend by $20K.
• Led a cross-functional team to insource dispatching technology, generating a cost avoidance of $0.5M.
• Renegotiated global telecom and printing services that reduced spend by $0.6M over 3 years.

• Managed annual spend of $150M and a team of 13 quality engineers across a global supply base for solar structural components to support the 250 MW Genesis Project.
• Led a root cause analysis that concluded a defective supplier process for chrome plating for the rotating control shafts for structural solar components, resulting in a recovery of $15M from vendor.
• Revamped divisional operating procedures and internal controls that reduced quality issues by 95% and non-conformances by 75%.

• Managed a sourcing budget of $500M and a cross-functional global team of 35 professionals for solar structural components in India and Thailand.
• Led a new business development project that secured $100M from 200MW solar projects in India.
• Delivered savings of $50M by implementing a low-cost country sourcing strategy for solar sub-assemblies.

• Led a global process improvement team of 56 SCM professionals to apply Lean Six Sigma principles to 15 key workflows such as PO Request, Customer Master File, Accounts Payables and Accounts Receivables.
• Created a vendor master database which streamlined vendor data for 27 Enterprise Resource Planning (ERP) systems improving payment processing times by 65%.
• Implemented a new Oracle Purchase Management system at GE Energy Headquarters to support 7 global plants in managing 250, 000 active oil and gas suppliers.

• Managed annual spend of $250M for 3 new European suppliers of wind blades, nacelles and towers.
• Conducted value stream mapping and root cause analyses on failed electronic components for wind turbine control systems that led to the recovery of $16.7M from vendor.
• Implemented Direct Material Productivity (DMP) initiatives that delivered $25M in savings through cost-out activities such as sourcing alternate materials for wind nacelles.
• Facilitated Lean Workshops with key suppliers resulting in a reduction of 10-15% in procurement cost, 20% in non-conformances, 15% in lead times and 35% in supplier deviation requests.
• Reduced the supplier qualification time 30% by restructuring the approver process for direct commodities such as wind blades, towers, nacelles, and electrical components.

• Managed 14 service engineers globally to install, maintain, and repair diagnostic medical equipment.
• Increased service revenue by 37% in 2005 and 53% in 2006 by leading improvements in customer service.
• Developed and implemented tier-level service contracts resulting in a $7.5M increase in annual revenue.
• Established a new non-conformance procedure that improved the 1st-time install hit rate from 50% to 90%.

• Applied Quality Control procedures for OEM supplied parts to reduce travel and labor costs by 35%.
• Exceeded the annual contract revenue goal by improving the level of customer service provided to the pharmaceutical customer base.
• Increased regional sales by 95% by personalizing customer service in 14 states.

Responsible for all of the Quality Aspects of the plant for a production facility with 500 employees. We have manufactured Lead Acid Rechargeable Batteries that supplied constant Uninterrupted Power Supply to Telecom industry giants such as Lucent (AT&T) Technologies; Sprint; and Verizon Wireless.

The battery sizes ranged from 0.5 lb fully assembled to 1600 lbs fully assembled after the batteries are filled with the concentrated sulfuric acid.

My team of 12 were responsible for all of the raw materials (lead; sulfuric acid to name) of incoming materials; all of the production materials to be tested to release the QC hold; reject product that is non-conforming to the company standards; also validate all of the testing that was performed by the staff.

We have utilized techniques such as Atomic Absorption; ICAP (Inductively Coupled Argon Plasma); ARC-Spark; Chemical Essays; and utilized the BaaN database to store all of the data for the customers and for future use.