Developing sourcing strategy, leading sourcing engagement and leading contract negotiations for engine brakes (production and NPI) to build resiliency while minimizing total cost of ownership (TCO).• Improved supply chain resiliency by dual sourcing high risk components without impacting TCO• Reduced Bill of Material (BOM) cost by 10% ($1.5 MIL annual cost savings) by driving supplier competition and should cost modelling.

Ensured continuity of supply for 6 Cummins plants for 300 precision machining components from 45 tier-1 (and sub-tier wherever necessary) suppliers within North America while minimizing TCO.• Improved high risk specialty steel supply chain resiliency through dual sourcing without impacting total cost of ownership.• Managed TCO by negotiating upfront PF cost ownership with suppliers, avoiding $200K of PF cost in 2023.• Accelerated suppliers’ backlog recovery across global supply base by improving backlog tracking and visibility through a new Power BI dashboard. Recovered $2 MIL (80%) precision machining supplier backlog in 6 months.

Led a team of two demand planners, for six months, to manage Rocky Mount Engine Plant’s supply plan for 78 PBOMs. Executed projects within Global Planning and Material Flow Design, saving $250K annually.• Accelerated premium freight (PF) recovery by developing an Excel based tool to estimate PF due to customer drop-in orders. Assisted account manager negotiations to recover $300K PF from customers.• Improved demand planning process through DMAIC process, avoided $5 MIL in excess inventory by achieving 10% improvement in forecasting accuracy.• Improved lineside component availability by modifying Engineered Material Flow (EMF) within 3 storage locations inside a plant using Six Sigma process re-design methodology. Reduced lineside component stock out incidents by 60% while improving ergo-score: avoiding $35K/ year.

M.S in Industrial Engineering (3.92/4.0)Focused on - Operations Research and Data analyticsAt Purdue I fell in love with statistics and applying statistics to formulate and solve manufacturing and supply chain problems.Knowledge gained in Linear programming, Stochastic Models, Design of experiments, Monte-Carlo simulation, Statistical Learning, Scheduling Models, Quality control and Facility DesignSkills gained in Excel, Minitab, R, ARENA, Matlab, SQL

As a part of the Central Supply Chain Team, I worked towards optimizing global supply chain network, managing global supply chain projects and improving global material planning process for engine components.1. Improved Blocks and Heads (B&Hs) network visibility for network optimization - Developed global B&H's machining capacity model in Excel by collaboration with manufacturing engineers across Cummins plants- Developed an interactive network map showing product proliferation with volumes, machining lines, suppliers and customers by using advance Excels tools (Macros and Power View) and Power BI 2. Performed Annual Operations Planning (AOP) and Rough Cut Capacity Planning (RCCP) for engine components- Collaborated with Supply Chain Managers to utilize improved network visibility in AOP and RCCP - Developed 5 years network capacity vs demand visualization utilizing Power Pivot and advanced Excel functions3. Project Management: Successfully transferred machining of engine components for two engine families from one Cummins plant to another with zero customer impact- Ensured quality compliance by completing level-2 PPAP through collaboration with quality and manufacturing engineers- Ensured 100% on-time delivery during initial production ramp-up by developing the banking strategy using what-if scenario analysis- Developed project charter and schedule, ensured on-time completion of scheduled activities through collaboration with every stakeholder4. Process improvement: Managed 3 internal suppliers and 46 SKUs for Darlington Engine Plant. Avoided $100K of excess inventory by utilizing Oracle ASCP capabilities.

At Larsen and Toubro I led a team of technicians to manage plant engineering operations and improve overall equipment efficiency. Our team achieved 5% boost (88% to 93%) YOY in machine availability through effective implementation of lean principles, Total Productive Maintenance pillars and quality control tools (Root cause analysis, why-why analysis, fishbone diagrams et. all).Another exciting aspect of working in a multi-national company like Larsen and Toubro was that I got to collaborate with experts from different work cultures (Japan - Mitsubishi Hitachi Power Systems, Germany - Waldrich Coburg, South Korea - HNK Machine Tools, Spain - Bost Machine Tools et. al)Special Projects:1. Reduced 12.5% of planned maintenance hours by improving and standardizing preventive maintenance process utilizing time studies and lean principles 2. Avoided 98 hours of unplanned breakdown through predictive maintenance initiatives and breakdown mitigation strategies utilizing SAP data 3. Led Kaizen and 5s initiative, generated and implemented 20 suggestions that reduced operations cost by $7000/anum, in-terms of reduced energy consumption and NVAs 4. Calibrated CNC machines with Renishaw’s XL 80 laser interferometer -maintained positioning accuracy within microns as per JIS standard5. Reduced operation’s cost by $50000 by reducing original equipment manufacturers’ (OEM) support; repaired 6 meters long ball-screw and disassembled 15 tons RAM of Gantry Planomiller, in-house6. Revamped a defunct Mitsubishi rotor grooving machine which increased cellular productivity by 33%