Corporate Procurement - Commodity Automation

Corporate Program Management Office

While working as Supply Chain Business Systems & Analytics Program Manager, I actively supported commercialization of new product by leading NPI supplier operations systems and analytics programs. I systematically kept senior management up-to-date on operational progress through quarterly c-suite reviews. I guided 15-member on/offshore team, formulated business requirements and delivered Tableau BI, SQL Server, and SharePoint products. I also developed buyer dashboard to monitor purchase request and purchase order quote cycle time and performance. I skillfully created commodity business management/supplier dashboard for tracking supplier's on-time delivery and capacity with SQL input for delay categorization and recommitted delivery dates.Some of my notable contributions are given below:• Increased supplier on-time delivery rate by 11% by enhancing partnership with suppliers.• Reduced purchase request and purchase order cycle time by 10% through business process streamlining.

While working for Applied Materials, Inc., I planned, aligned resources, and led all service flagship Business Intelligence programs while tracking operational progress through quarterly c-suite reviews. I effectively enabled customer service engineers and field service managers to maximize performance yields by guiding team of 30 on/offshore members and delivering Agile/Waterfall Tableau BI product.Below are some of my notable contributions:• Developed one-stop solution and enabled 4000+ international users to access all financial, operational, and employee performance metrics.• Identified resource wastage and effectively reduced service case cycle time by 8%, improve employee utilization by 12%, and raised service contract gross margins by 5%.• Piloted release of field service manager dashboard with 250 global users intended as one-stop solution for all metrics required by FSM to assess operational, financial and employee performance.

I planned and drove all operations of business unit while strictly conforming all activities to company policies and procedures. I influenced financial and strategic growth of organization by guiding team of two finance manager, two financial analysts, and four offshore developers. I actively coordinated product portfolio return prioritization and budget alignment. I accurately forecasted and managed OPEX $36M annual group budget and $10M in depreciable lab assets.A few of my key achievements for the tenure are given below:• Raised revenue to research and development spending by 4$ through development of new products.• Reduced cost of goods sold by moving manufacturing operations from US to Singapore and Malaysia.• Introduced improvements in unit operations and catalyzed generation of $750M in annual sales revenue.• Saved $240K in global product support costs by developing and releasing "Installed Base" dashboard.• Achieved saving of $500K by training, developing, guiding team of eight offshore product line managers in India in support of US-based product line management team.• Built and deployed "last time buy" inventory management database and saved $400K by eliminating obsolescence disruption to design engineering; also, generated saving of $254k in automated status of obsolete material inventory positions.

Silicon Systems Business Group – Business Management OperationsDesigned and tested sales and operations planning software with contracted software company.

Business Unit Operations | Common Solutions Group| Silicon Systems GroupResponsible all aspects of product management end to end for design to end of sale for vacuum robotic products. Vacuum robotic products generate $170M annual sale revenue and had a $2B installed base. Trained, developed, and managed team of 8 product line managers in Bangalore, India in support of US based product line management team.Business Process Development• Process roles and responsibility definition and flowchart development• Database and web development in support of program management objectives• Collaboration with all product business groupsCost Management• Perform return on investment analysis on design, supplier and outsourcing changes• Manage base product and customer options target costs versus actual costs• Identify contracting opportunities and oversee contract completion• Track product cost through commercialization processDelivery Management• Monitor factory and eliminate roadblocks to on-time customer delivery• Approve and manage implementation of customer option requestsQuality Management• Perform risk analysis for material liabilities and process failure modes• Develop issue recovery plan and oversee recovery implementationPLM Accomplishments:• Production release of Centura AP and ACP Mainframes (Large programs) • End of Sale on Centura 4.0 Mainframe (Legacy product, replaced by AP and ACP)• Developed business requirements and managed software development team of four in Bangalore, India to deliver BI and database products.o Developed Business Unit Top field issue process workflow for tracking cycle time performance customer satisfaction from identification to resolution o Developed report mapping Oracle BOM extract to system production report to identify volume of product sold to understand frequency of product failures

New Product Transition Department | Worldwide Manufacturing Organization• Plan and manage new product commercialization across multiple divisions• Manage new product manufacturing line start-up• Coordinate tooling and test support for new product production start date• Perform project design and commercialization readiness review

Installed Base Service and Support - Southeast Asia Accounts• Liaison between US Corporate and Singapore regional sites• 90% international travel within Southeast Asia

Worldwide Manufacturing Organization - New Product Introduction• Assembly and testing experience of prototype wafer processing systems• Design issue identification and resolution