Supply Chain Specialist
ISL
Total years of experience :7 years, 9 Months
• Cross functional activity with maintenance department for defining MOQ levels of spares
• Cross Functional Project on Raw Material Tracking dashboard creation on Oracle with Procurement Department
• Leading team warehousing team in HSE and Lean Manufacturing projects
• Uphold the idea of Green Supply Chain by creating dashboards and visualization of information.
• Production Plans alignment with logistic plans to save transportation cost
• Defined inventory levels including buffer stocks based on Lead Time and Economic Order Quantity
• Improvement in Inventory Management by using Lean Manufacturing concepts leading to around Rs 100, 000 savings annually
• Supplier Performance Analysis for improvement in delivery
• Market trend analysis to forecast global steel prices and creating correlations by using regression and other statistical models
• Steel Prices predication based on world supply chain news, global demand and supply, and world production capacity factors.
• Successful implementation of Delmia Quintiq KWA S&OP module for Rough Cut Capacity and Resource Planning with Management Presentation views
• Successful implementation of Delmia Quintiq KWA Demand Planning module in coordination with Sales and Marketing department for Sales Segment and End User forecasting by using methods like ARIMA, Regression, Exponential Smoothing, moving averages etc.
• Successful designing of dashboards for Supply Chain Performance evaluation
• Focused on Green Supply Chain by making Packaging Material and Operations Environmentally friendly with main concern on energy savings
• Prepare Sales Order In-flow, Raw Material Status & Production Planning highlights for Monthly Review Meeting
• BOMs verification and production trend analysis to reduce losses (Productivity losses and Revision of Rejections) of around worth of $ 60, 000 / annually.
• Savings of around $ 10, 000 by 100% utilization of capacity with reduction of non-value-added activities
• In-charge of Monthly Departmental Data preparation for S&OP meeting, Management Review Meeting and Departmental Leadership Meeting to highlight issues to Higher Management
• Curtailing losses due to Process Order Variance by Production BOMs rectification
• Maximum consumption of Slow & Obsolete materials to minimize inventory in warehouse. Savings of around $ 270, 000 annually.
• Reduced Conversion cost by merging two plants, reducing no of changeovers, and eliminating overtime by providing plan on Maximum demonstrated Capacity
• Ordering of Imported Liner based on Cost and Capacity Utilization benefits to meet capacity utilization of departments to 96%
• Enhanced Capacity Utilization to 90% by aligning upstream departments with downstream departments
• 50% reduction in warehouse stock thus saving holding cost
• Reduced overall 60% OEE and CU losses by streamlining plans
• Analyze losses of each department in Monthly Leadership Meeting
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