Karl Guzdar

Organized Supply Chain Analyst skilled in assessing client needs and cultivating compelling solutions. Well-trained decision-maker with focused attention on detail and drive to manage order flows with expert precision. Offering exemplary client relationship and support skills.

Project :- Material Master Clean up for Vicksburg & Denver sites.

• Scope & Objective of project :- To maintain correct parameters of materials/PN in material master & PIR in system

Achievement :-

• Efficient procurement process & improved quality control
• Better supplier management and regulatory compliance.
• Cost reductions are possible since a source list can assist in identifying preferred vendors and negotiating better price and terms.
• Pos will be processed within TAT.

Project :- Standardization of PR to PO process

• Scope & Objective of Project :-

Buyers are working on individual level which leads to extra processing with no visibility of performance on planner level. Also, there is no standardize process currently in place to have this monitored.

Achievement :-

• Real time visibility of process created.
• Consistency & sustainability achieved.
• TAT achieved for all the PR converted to PO improved from 63% to 98%.
• For order which were not converted within TAT (2%) had clear remarks and reason for pending.
• Supply allocation in response to demand to fulfill customer’s requirement within time.

Project :- Consumption of Slow Moving inventory (SLOMO).

• Scope & Objective :- Develop strategies & implement a data-driven approach to identify and eliminate SLOMO Inventory improve profitability for Vicksburg & Denver

Achievement :-

• Instead of just scrapping the material we identified potential consumption of the material by other sister sites.
• Achieved savings of around $5.2M by consumption of materials instead of scrapping them.
• Improved overall procurement process to avoid SLOMO in 1st place by implementing strategies.
• Created dashboard which gave real time information on current SLOMO status for each plant
• Set up Weekly meeting with all stakeholders which helped in achieving the overall organizational level target to reduce SLOMO by 15%.

Project :- Standardization of open order report (OOR)

• Scope & Objective :- No standardized approach and real time data available for production planners

Achievement :-

• Achieved 100% transparency in the process with real time data available to everyone.
• Reduced potential last minute line down situation.
• Reduction in Past due orders from 22% of overall open orders to less than 2%.
• Implemented new action message “PO due in 2 week” as a proactive approach to reduce Past dues to less than 1% and have confirmed shipping status of orders which are due in coming 2 weeks.
• Helped company achieved the COGS target consistently and reduce Past due & backorders for customer also.

Project :- Oldage PR & PO clean up from system

• Scope & Objective :- Closing of old PR and PO from system which were still open in system from 2004 onwards.

Achievement :-

• Due to old PR & PO available in system from 2004 onwards it created ambiguity in the process and confused the planners & buyers.
• Identified all Ageing PR and PO and closed them effectively and created real time correct information of availability of materials.
• System Sanity achieved.
• Saved more than 550+ Hrs and improved productivity by more than 37% by implementing Total Waste Elimination & Kaizen methodologies.
• Saved more than $10M USD by reducing SLOMO inventory & Past dues.
• Won SEC competition & People choice award for various different projects at National Level.
• Implemented best practice methodology across the teams.