Sindhu S

March 2023 - August 2023 (Virtual Factory):

• Role & Tool Utilization: Started career as a Material Availability Analyst, leveraging SAP (CGM) to manage virtual factory operations.
• Performance Impact: Consistently achieved HPBO scores above 70%, demonstrating strong process understanding and execution.
• Issue Resolution: Managed 650 schedule lines, including past dues, and reduced them to 120 through proactive issue identification and resolution.
• Supplier Collaboration: Engaged with suppliers to address and resolve issues within a month by scheduling weekly calls, maintaining high performance metrics.

August 2023 - December 2023 (Lean Desk):

• Role & Scope: Appointed as an LPA in August, overseeing 150 suppliers for Morton and Grim Bergan, ensuring alignment with supply chain objectives.
• Process Optimization & Knowledge Sharing: Collaborated with cross-functional teams to review procedures and key performance metrics, enhancing process comprehension and confidence in execution.
• Training & Supplier Enablement: Gained proficiency in the MRC screen through targeted training, subsequently providing knowledge transfer to suppliers, improving their operational efficiency and receiving positive feedback.
• Work Environment & Motivation: Fostered open communication and teamwork, creating a positive and welcoming work environment that boosted motivation and cohesion toward achieving organizational goals.

January 2024 - Present (E&T vertical):

• Role & Supplier Management: Managed 125 suppliers within the E&T business, including the onboarding of new suppliers, fostering strong business relationships through daily collaboration.
• Supplier Challenges & Issue Resolution: Oversaw a diverse suppliers, addressing key challenges such as casting limitations, tooling issues, T2 and PPAP delays, and lead time misalignment, while mitigating issues like excess MOQ and lack of CAT portal training.
• Communication & Follow-ups: Proactively followed up with suppliers via email, organizing weekly and bi-weekly check-ins to track progress and resolve issues.
• Focus on SSP & MRC: Identified and addressed gaps in SSP and MRC collaboration, taking the initiative to participate in MRC training and facilitating other relevant training (e.g., IBM webform, ASN processes, and first-time shipment coordination).
• Performance Improvement: Improved SSP performance from 58% (unadjusted) to 76%, consistently maintaining it above 80% (adjusted), with recognition from the category team for achieving a 100% SSP (unadjusted) with a key supplier over several months.
• Tier Goals Achievement: Successfully met all tier-specific goals, demonstrating consistent performance and alignment with business objectives.