Hardik Shah Email and Phone Number

+ Led a team of 14 to execute a post-merger supply chain operations transformation strategy for a $7B company, yielding $32M NPV via complete overhaul of material logistics operations. Included, assessment of current operations to identify gaps and roadmap to implement industry best practices, site consolidations, revamped inventory planning & deployment functions, reconfigured warehouses, process improvement and enabling mobile technologies+ Developed end-to-end transformation of distribution network operations to enable omni-channel operating model, via dynamic inbound logistics, quick turn outbound logistics, unmanned lifts, and time phased distribution center operations, resulting in 30% additional throughput, and $750M in savings+ Developed inventory deployment and integrated supply model by strategically position inventory internally and with the vendor network, establish key vendor performance criteria, and create RFP to identify potential new supply sources. Overall, the initiative resulted in reducing obsolete and excess inventory by $7.4 million and a $1.9 million in procurement savings+ Designed a 3.5 million sq.ft. greenfield central distribution hub to support growth strategy for new markets and associated operational efficiencies. Included, forecasting key long term facility and operational drivers, overall staffing model, business case, and implementation roadmap. Proposed operating model yielded 20 year NPV of $10 million, despite significant one time investment for new site+ Led the design and integration initiatives for Transportation, Global Trade, and Warehouse management systems (TMS/GTM/WMS) with focus on identifying operational value levers, to build a business case for change and a release strategy that minimizes operations disruption. Drove organizational alignment between solution capabilities and supply chain & logistics operating model to minimize customization. Typically, these initiatives yielded 10% reduction in Opex

+ Assisted in improving maintenance planning and cost collection at an asset level. Included, collecting future state requirements, cataloging existing business processes and developing To-be business processes designs aligned with the underlying technology.+ Co-authored a white paper on recent trends and best practices to improve supply chain operations for asset intensive industries to maximize throughput from current assets, while minimize future CapEx .

+ Built consensus among regional managers to develop distribution center of the future and led a cross-functional team of nine to design and setup of several facilities with over 1.6 million total sq.ft., resulting in savings of $2 million+ in annual operating expenses

+ Worked with executives and regional managers on several operations diagnosis and process improvement initiatives focused on improving fill rates, reducing operating cost, and process standardization+ Developed a new procurement process to align distribution center throughput with specific material handling equipment requirements, resulting in capital expenditure savings of over $1 million

+ Developed operations turnaround strategies and implementable solutions, by conducting operations diagnosis, establishing baseline measures, resulting in increased process efficiency and lower costs

+ Initiated and led a lean management program to enable continuous process improvement and employee accountability. The initiative included implementing 5S methodology, JIT material flow across various production groups, streamlined assembly line layout, and automated tools. Overall the initiative resulted in increased employee participation in continual change and 28% increase in throughput.+ Work Measurement Studies. Assist with manpower planning, estimating labor costs, and production scheduling