Mudassar Khan Email & Phone Number

Houston, Tx, Us

Kingsport, Tennessee, Us

I am the Supply Chain Director, Chemical Intermediates and Fibers for a publicly traded company. In this newly created role, I function as the Vice President who oversees 2 of the largest revenue drivers of the enterprise. I report to the Division President and provide executive leadership across the enterprise to support the continued progress toward our commercial and operational goals. My team of 50+ direct and indirect reports is globally dispersed in the supply chain operations for 2 divisions comprised of 5 business units. We manage the supply chain for the business lines that generate 50% of the enterprise EBIT. I built a high-impact team with my depth of industry knowledge and passion for contributing value to the business through its supply chain. My achievements thus far include:• Administering 50% of the enterprise annual logistics supply chain spend across all modes globally. • Delivering $7M in cost savings by optimizing the networks of 2 business units of the global chemical company. • Slashing inventory 10% across both businesses by implementing Six Sigma MAIC tactics using key data metrics. • Creating millions in value to the enterprise with a +90% adoption rate of the OMP Integrated Planning Tool including the strategic reserving of business-critical materials in anticipation of macro risk factors. • Constructing the strategy to define the true cost to serve by developing and leading the strategy segmenting the customer & offerings that is expected to yield 10% revenue increases and scaled across the enterprise.

Kingsport, Tennessee, Us

I returned to the US as the Supply Chain Director for the CASE Business of the publicly traded chemical company. I took this role to champion the transformation and modernization of the supply chain for additives and functional products with the knowledge I gained living and working globally. My dedication to continuous improvement and data utilization fueled my success in this role. I sought to streamline processes and implement new technologies to increase efficiency and reduce costs. I also implemented new processes and innovations used across the industry to optimize the supply chain resiliency and flexibility of the business lines. I also cultivated effective working relationships to foster the continued success of our initiatives. As a result, I led or played a key role in cross-functional teams that propelled the success of the enterprise. We were able to deliver projects on time and within budget by leveraging our diverse perspectives, data, and industry expertise. Results in this role were:• Led 30 direct reports with $200M EBIT generating $1.2B in annual revenues driven by new product launches. • Selected by the Chief Supply Chain Officer to serve on 2 enterprise level boards as the supply chain leader. • Hired 10 supply chain leaders (directors, managers) across the enterprise as part of the hiring committees that set the external hiring talent strategy. • Captured 5% cost savings across global distributions by transforming the network operations pipeline. • Realized labor cost savings by aligning the supply chain teams with the newly divided business model that separated the commodities and specialty products businesses operational needs. • Grew the EBIT nearly 20% by designing and beginning the execution of the 3-year roadmap to build a scalable supply chain for a rapid growth specialty product line while containing costs in the commodities business.

Dhahran, Sa

I was the Senior Supply Chain Director for the newly acquired entity, Sabic, which was comprised of the 4th largest chemical company in the world and 5 joint ventures owned by Aramco. I reported to the Vice President of the Chemicals Business in this capacity to lead the post-deal supply chain plan. My focus during this time was to put into action the plan that I created as the Integration Director. I set core internal and supplier metrics to monitor progress towards our deal targets. I also implemented new processes and systems to integrate the supply chain operations of Sabic and Aramco, streamlining operations and reducing redundancies. This involved working cross-functionally to ensure a seamless transition and maximize results.Wins during this time were:• Led 10 direct reports in the supply chain operations of the multi-billion-dollar chemical company. • Spearheaded the integration of Sadara offtake into Sabic business units including moving product hubs globally. • Solved complex technical, commercial, and regulatory challenges through the key integration processes. I found great success in my time at Aramco, but I decided it was time to return to the US. I looked strategically for the right opportunity and landed at Eastman.

Dhahran, Sa

During this time, I was the Integration Director who served as the executive leader of the team that evaluated the M&A with Sabic, the world’s 4th largest chemical company, and Aramco. I played a key role in the design, planning, and execution of the deal as the subject matter expert in the chemical industry supply chains. I worked shoulder-to-shoulder with the executives who took the idea through the deal cycle. We established the structures, designed potential network integrations, and aligned the cross-functional teams to realize the optimal outcome of a potential acquisition. I also helped lead the due diligence and risk assessment processes, working closely with legal, finance, and operational teams to ensure a smooth transition. Achievements in this capacity:• Led 15 direct reports through the integration of supply chains with annual spend of $2B from due diligence to deal closure for an entity with a planned annual revenue of $45B. • Created $300M in value globally through identification and execution of multiple levers. • Designed the operating model, secured the executive buy-in, and led the cross-functional execution of the integration of all operations, customer service, sourcing, and logistics.

Dhahran, Sa

My success in scaling the supply chain for the newly launched chemical company led to my promotion to serve as the Supply Chain Director for the global polymers business. I built my team from the ground up while also designing the processes, selecting the systems, and seizing cost efficiencies. I utilized my deep knowledge of the chemical industry and global supply chains to lead large-scale initiatives. This included ensuring resilience and continuity in the supply chain. Additionally, I implemented new strategies to improve supplier relationships and reduce lead times. My team sought to optimize the performance of the supply chain to enable business objectives. We did this by seizing cost efficiencies in a rapid growth environment and innovating the design of the networks. I also coached and developed people through the fast-paced growth of the business to contribute to their continued success.Accomplishments during this time were:• Grew the supply chain function and team up to 40 direct reports as the business scaled from idea to $2B globally. • Realized 20% cost reduction and 95% improved on time delivery with data insights and supply chain design. • Scaled the supply chain with entry into new joint ventures annually for 4 consecutive years requiring unification of assets of $1B - $4B each through collaborative supply chain process, programs, and technology.

Dhahran, Sa

I relocated across the globe for the opportunity to build out the supply chain function for the newly launched chemical company owned by Aramco. As the 3rd employee, I was the Supply Chain Manager who developed and implemented strategies and applied my chemical engineering background to shape a successful growth trajectory for the business. My experience across Dow's production enabled me to step right in and make an impact. I partnered cross-functionally to drive efficiency at every level, including managing supplier relationships, optimizing inventory levels, and streamlining transportation processes. After joining the newly launched chemical company owned by Aramco, I was given the opportunity to build out the supply chain function from scratch. I quickly adapted to the production processes and was able to make an impact right away. I did this by designing, managing, and continuously improving the supply chain as the organization rapidly grew.A few results included:● Built the supply chain function from the ground-up to $2B in annual revenues globally, 2-3M metric tons.● Led the terminal and hub network design for product distribution.● Negotiated and managed $300M in annual spend for vendor shipping & inspection contracts. ● Owned the supply agreements with global distributors including Sadara and Ibn Rushd.

Midland, Michigan, Us

🔸 Achieved multiple promotions to earn role as global epoxy supply chain manager accountable for 12 commodity and specialty product families and 4 value centers. ✔ Leading a team of 14 direct reports, standardized S&OP process for 20+ global assets; designed and implemented supply chain strategy to manage movement of 2 million tons of product annually. ✔ Led supply chain transformation from 80% commodity / 20% specialty business to differentiated specialty business with $10B annual revenue. ✔ Pioneered Center of Excellence, centralized hub of global supply chain employees. Opened regionalized offices; hired and trained staff and established unified, collaborative culture. Achieved 20% increase in planning and scheduling accuracy. Saved $20M annually.✔ Reduced inventories 20% globally to increase cash flow. ✔ Realized $3M+ in annual savings by negotiating lower cost contracts with suppliers.✔ Managed exchanges, swaps, and tolls (ESTs) for all value centers, including phenol, acetone, BPA, and Epi; realized annual value creation of $4M. ✔ Successfully managed force majeure event; realized zero dollars lost, saving millions of dollars of potential loss.

Midland, Michigan, Us

🔸Selected as six sigma black belt leader in epoxy intermediates department to define and direct improvement projects. ✔ Developed six sigma project pipeline worth $500M+ value creation, created innovative data relationships to identify value-generating opportunities. ✔ Led Freeport site procedure improvement project; increased usage by 50% and reduced job errors.✔ Proposed and extended turnaround frequency for major commodity plants within epoxy business from 5 years to 7 years.

Midland, Michigan, Us

Maintained accountability for finished and crude inventory and coordinated shipments with business and logistics planners. Set 2 consecutive production records, 2007 and 2008. Led multiple capital projects, which included tank and dry gas seal conversions for equipment rotations. Improved reactor startup time 25% by pretreating nitrogen. Reduced loss of primary containment (LOPC) incidences by 25%.