Nitin Choudhary

DEMAND MANAGEMENT

 Handling accounts of key customers: Beiersdorf, Henkel & COB - “Jo”
 Single point of contact for Sales & Marketing, production, QC & logistics
 Maintaining service level (OTIF) at a minimum of 98.5% for GCC region
 Preparing month on month production plans based on FG inventory levels, rolling forecasts & OTIF priorities(Over 1000 FG SKUs)

SUPPLY PLANNING

 Scheduling day wise production plans (MPS for over 750 SKUs and 16 line capacities)
 Running MRP (over 3, 000 RMPM & more than 350 FG SKUs), initiating procurement process as per lead times, forecasts & inventory level agreements
 RCCP for Dubai plant and capapcity planning for new setups in VVF Poland and VVF South Africa
 Follow up local and global vendors (more than 50 overseas vendors) ensuring zero shortages of RMPM for the plans
 Carrying out weekly production review and escalate deviations if any

MATERIAL CONTROL

 Controlled phase in & phase out of launches/relaunches of RM/PM & FG
 Monthly analysis of slow & non moving inventory and preparing plan for liquidation
 Handling criticality & effects of revalidations/ expiry on production plan & procurement

PROJECTS & ACHIEVEMENTS

 Brought down & maintained R&P inventory below 45 days at service level >98.5%
 Optimized production batch size; reducing non-moving inventory by AED 600, 000
 Conceptualized, designed & implemented -8 week rolling MPS
 Developed a process model on the effects of future expiries on MRP & Ordering
 Developed various MIS; providing tactical & strategic overviews to key stakeholders & customers

DEMAND PLANNING
 Forecasting a detail plan by part number for the next month based on the previous orders & other market trends
 Periodic review & monitor the plan and take corrective action
SUPPLY PLANNING
 Preparing initial material plan based on the forecast for raw material/FG within budget as per plant requirements
 Transform S&OP plan into a feasible, detailed release plan in co-ordination with crossfunctional teams like sales & marketing, production, QA etc.
 Detailed scheduling of resources as per the release plan, routings and process optimizers
 Making make/outsource decision based on feasibility, capacity, QC norms and delivery
 Co-ordinate daily production meeting, shortage meeting, weekly review meetings
MATERIAL CONTROL
 Review aged stocks & obsolescence and liquidation plan by engaging key stakeholders
 Perform efficient stock tracking, liaise with production & purchase to ensure timely availability so as to avoid any order loss
 Consumption based planning & stocking of consumables
Team Lead: INVENTORY REDUCTION
 Cleaning of historical baseline data and master data update
 Write off all system and physical discrepancy after verification
 Used various live metrics (Load/Capacity, Idle Time Duration, Asking Rate etc.) to establish confidence in production capacity
 Established a system to sequentially release job orders as per capacity and lead time
Team Lead: KANBAN IMPLEMENTATION
 Tuned the demand horizon in accordance with the TAKT time of 30 days
 Merged Buffer Management System along with the demand planning tool
 Defined min max level, quanta, trigger point, and their space requirement for all parts
 Introduced KANBAN Board system on the shop floor for inter cell scheduling
 Introduced two bin system for C-Class demand management in the assembly shop
Facilitator: TPM- EDUCATION & TRAINING PILLAR
 Gave training sessions on various topics such as 5S, Kanban, 5Why Analysis, 6 Sigma
 Monitored implementation and documentation of the above as per JIPM guidelines
 Achieved 100% transparency and traceability of WIP on the shop floor
 Reduced production lead time by 18% (from 22 to 18 days), using PULL & FIFO
 Systematic reduction in WIP by 40% within a duration of 3 months
 Achieved 97.4% turnover of monthly target for March ’13, the highest ever