Harshal Badgujar

• Managed a centralized Supply & production planning team of 10 ; Responsible for into growing Avg monthly revenue from 160Cr to 200+ Cr, sustaining OTD targets, improved gross inventory turns by 16%
• Strengthened the Master Supply (Aggregate) planning 6# product families for 5# LOB, 13000+ SKUs through Oracle ERP scheduling across 150+ vendors. Improved schedule attainment from 90% to 96% by chairing a CFT Supply chain resilience forum to resolve bottleneck issues in pricing, quality, capacity, priority & localization
• Drove 10+ Supply chain transformational initiatives under ASCENT program; First to get promoted in overall SCM function post COVID in a function of 40+ SCM professionals
• Launched the Planning MIS Dashboard & Data visualization towards semi-automation - Using the power BI, assisted in the Capacity Review Dashboarding (RCCP / ATP) for leadership review
• Revamped the part change authorization process in Oracle ERP. Reduced approval turn-around time by 2 days (from 5 days) & avoid manual job order updates

• Steered the Demand & Supply Planning (Projects vertical); Annual Avg revenue growth from 370cr to 450 Cr; Identified root causing & bridged gaps to lift OTD to promise from 77% to 85% over 18 months
• Reviewed historical sales trends, researched demand drivers and collaborated for AOP forecast for Industrial Business.
• Core team member to analyze & launch the demand & supply review IBP process & implement the leading indicator process
• Developed Demand Control forum & Lead time bulletin process and MCR approval system to improve order promising, reduced order promising time by 50% under emergency zone
• Managed the new plant planning system & MIW process integration to streamline execution under central planning function
• Mentored a team of 3 supply planners + 2 MBA interns in the supply chain planning processes

• Established inventory entitlement model & governance program plan by analyzing opportunities to optimize working capital requirement of 40 Cr; Improved Inventory Turns by 22% by Dec-16 over Dec-15; core team member for Excess & Obsolescence management (12 Cr reduction initiative in 2016)
• Conceptualized the API process cycle time reduction of 5 days & demonstrated the change management involving 300+ CFT professionals. Resultant addition of 4 working days for plant production (2017)
• Spearheaded the safety stocking policy development & part planning methodology – SS fill rate improvement by 4% over 6 months
• Steered the design & rolled-out – SCM Balanced scorecard data visualization (Centralized KPI dashboard – spanned across 4# perspectives (Financials, Customer, Business & Learning)
• Managed the ISO 9001:2015 process transition for SCM function. Won award from India Quality leader for RFT to ensure ISO enterprize certification
• Training 300+ in plant JM/JSM/Professionals in MS Excel (basic + advanced functionalities) & powerpoint
• Core team member to ideate & roll-out the "Standardised Cycle count program & IQR - Inv Quality ratio tool implementation in PSBU plants

● Worked on a Business transformation project as the functional-lead for implementation of secondary sales led-pull based replenishment planning system across India (After-market Automotive Major)

● Deployed DRP for 92 distributors, 1MDC, 3 RDC, 10000+ SKUs which included stock level setting along with inventory optimization.

● New Product Development - Riding on the concept of lean replenishment, developing a more robust In-house product - Lean Replenishment model (LRM)

● Demand planning & forecasting by appropriate maintenance of demand data and actual sales history

● Integration of Order Fulfillment application with SAP, Tally-DMS and O2S-360-Middleware to capture and process information on a Real Time Basis

● Worked upon a Pricing and Discount structure optimization analytics (Toolkit development and Training) for a Motor Oil & Lubricants Major global – using MS Excel VBA Macro

● Achievements for Client

1. Reduction in Inventory Holding across Distributors by 20 Days

2. Stock-Mix correction across the Distributors lead to having correct mix of Fast-Medium-Slow Movers

3. Increase in client Top-Line by 17% which was above the 13% as Industry standard