Wing-to-wing supply chain network design and optimizationIdentified strategic opportunities/gaps, built business cases, implemented changes according to project management methodologyOptimized network flow and asset footprint between plants and consolidation centers Led contractual requirement activities with sourcing and finance teams and negotiate with 3PLActed as operations owner, setup processes, monitored KPIs and quality until full transition and stabilization Projects led during this period: EU 14-to-4, simplified warehouse foot print for EU countries, removed 14 warehouses by creating 4 main hubs – yearly 3 mio USD VCPTurkey fulfillment model changed from direct consolidation in the country into being served via Germany hub – yearly 4 mio USD VCP EU distributors’ fulfillment model changed from collection in the plants into consolidation via Germany hub – yearly 400 K USD VCP

Managed team of 6 Multinational OpEx experts and 15 shared services contractorsCreated training plan for +100 EMEA project managers who led wing-to-wing activities from quoting till products installations at customer site to address knowledge gapsImproved On Time Delivery by %15 via addressing communication gaps between stakeholders, trainings, dashboards, Op MechsTransitioned non-value added order management activities (ie order entry, inventory reporting, transactional movements) to Shared Services in India, led operational activities with newly formed team, monitored performance

Managed business improvement projects in various countries with multiple stakeholdersEnsured quality, rigor and timeliness of project execution using proper methodology (AWO, Fast works, DMADV) Ensured proper transition of project results to functional owner, providing post implementation support on demand Developed and adapted SOPs, trained the teams to make sure process standardized

Identified process deficiencies and propose solutions for continuous improvementsIdentified KPIs to characterize the processes in the business segment, put in place the reporting & monitoring structure with the regions, drove rigor and ops mechanismParticipated to central lean initiatives by being the representative of the regions for the business segment, collected data and process analysis, owned the deployment of the initiatives in the regionsOwned Golden Rules definition and maintenance in the region, drove process rigor through enforcement of these golden rulesTied with productivity and bullet train initiatives to ensure process improvements bring business value

Deployed project management methodology aiming zero defect in front of customers from quoting until fully up and running operationsLed classroom trainings for regional project managers in sub-regions to build and improve their knowledgeAssisted regions on risk identification, led risk follow-up meetingsEnsured proper project closure and maintained Lessons Learnt log

Measured effectiveness of existing processes, diagnosed current level of business process - %40 scheduling, %5 performance opportunityConducted trainings, brainstorming sessions to drive improvement on the shop floor (100 hours)Introduced Lean Tools such as 5S, 1-piece-flow, kanban, performance management, heijunka, andon, skill matrix and process improvements which drove 15% improvements on direct labor costCoached supervisors on their Kaizen activitiesAssessed sites against to predefined metrics to determine current state and plan the future activitiesImplementations during this periodKaikaku wave in Danone Baby Istanbul-TurkeyTransportation wave in Vehicle Log. Melbourne, Brisbane-AustraliaKaikaku wave in Ground Logistics Shanghai-ChinaKaikaku wave in Multiuser Wh Roosendaal-The NetherlandsShowcase wave in Multiuser Wh Madrid-SpainShowcase wave in General Motors Izmir-TurkeyD2B wave in Piaggio Wh Pisa-Italy

Led 13 Lean implementations across the country, resource allocation of 16 Lean SpecialistsProduced 40 K of Net Efficiency GainConducted Lean and Kaizen trainings (103 people, 100 hours)

Warehouse ManagerManaged warehousing processes in the plant and owned its P&LManaged a team of 40 blue collar warehouse employees who worked in 3 shiftsImplemented WMS (Warehouse Management System) and VMI (Vendor Managed Inventory) systemsLed ISO 9001, 14001 certifications site preparationTransportation Planning Engineer Daily supply transportation planning for milk run pickups at supplier location Scheduled daily trucks and parts collection in Bursa region which was %50 of daily volume of Ford production lineEnsured timely arrival of parts to the plant to maintain and not stop Just-In-Time productionOwned full supply chain reporting for Order Fill Rate and On-Time Delivery both for suppliers and Ford representatives