VIVEK SRIVASTAVA

• Lift-Shift-Transform, Hiring- Organization Structure - Roles & Responsibilities, Design & Set Interaction Model, Develop Service Catalogue way of working for FP&A CoEs, Communication and Change Management, Transformation Stories, Drive Digitalization, Program Manage & Drive Execution of Finance- FP&A Transformation Projects
• Drive Credit & Collection Growth Transition-, transitioning to the new way of working, establish synergy, setup a new org structure
• Drive execution of Global Inventory Management initiatives- inventory visibility, one source of truth, system & processes for overstock & obsolesce management, inventory forecast & goods movements linked QxP and Price & other f(x)
• Developed and implemented performance improvement strategies and plans to promote continuous improvement.
• Proved successful working within tight deadlines and fast-paced atmosphere.

• For Growth Market (India-ASEAN, Pacific, FarEast, ASEAN, Middle East & Africa) Group of ~90 countries
• Annual Hoshin Plan for Growth, review bottom-up AoP, Market Momentum, Plan for Growth Drivers
• Identify & Align Growth & Margin Initiatives- 400+ projects on Channel Expansion, Distribution Reach, NPIs, Cross & Up Sell
• Program Management execution of 400+ Initiatives, Run the review Cadence
• Drive Mckinsey Program @Horizon execution as a Sub VSL & VSL for Growth Market
• Drive speed boats- New Propositions ( Li-Fi, 3D printed Lums, Animal Centric Lighting) market activation, internal system alignment- product code, FTEs, knowledge and skill development
• Drive Signify Excellence Program for Growth Market- Conduct Program, Select-Coach-Train-Judge-Assess performance
• Drive EFQM Transformation for Growth market to improve business sustainability @ European Foundation for Quality Management ( EFQM) Lead
• Applied principles of change management, organizational design and business process improvement to stimulate customer interest and attract untapped demographics.
• Recommended and implemented practical business process solutions, working directly with stakeholders to drive customer expansion and increase revenue generation.
• Developed and managed tailored business growth strategies, supporting clients through design, construction and execution.
• Set aggressive targets for employees to drive company success and strengthen motivation.
• Communicated best practices among on-site and external personnel to align efforts and goals.

Drive Transformation Opportunities for Growth, Productivity & Margin Improvement (Overall Business, Operations, Procurement, Supply Chain & Logistics, Sales & Commercial, Manufacturing) across sectors - Steel, Metal & Mining, Spices, Footwear, Food & Beverage, Agri Product Manufacturer

• Setup and run Rapid Business Transformation Program and turnarounds for clients to deliver sales growth
• Identify opportunities and execute initiatives in-line with diagnostics and agreed terms
• Define short interval control across the value chain and setup the tracking to improve the throughput and productivity using LEAN management concepts
• Build Capability- coach & train clients taskforce, stakeholders and consultants.
• Manage internal and external stakeholders and business results delivery
• Manage and track Program cost and expenses and benefit delivered
• Manage Program PnL and ensure weekly collection in-line with the delivery
• Engage with promoters to align on results delivered and agree on repeat business

Key achievements:

• Improved sales for Food & Agri Products manufacturers by ~10-25% over & above natural growth through a focus on sales enablement- partners selection & onboarding, SFA and DMS across channels, billing discipline, Sales force performance
• Improved throughput for multiple clients by 25-40% range
• Implemented commercial excellence program for Steel player to reduce Inventory, reduce obsolesce & purchase cost ~20% of annual purchase base
• Optimized the workforce for Steel player through Span of Control, Organogram, time and motion study across value chain ~18% reduction
• Expanded B2B and B2C channel to target 20% new sales + Reduced overall cost of production ~15% (conversion cost) through implementation of LEAN
• Improved the throughput through yield improvement and waste reduction
• Identified & trained change agent to implement the transformation workstreams
• Managed projects from procurement to commission.
• Provided detailed technical and operational direction in project challenges, consistently meeting deliverables according to deadlines.
• Identified plans and resources required to meet project goals and objectives.
• Orchestrated projects within strict timeframes and budget constraints by solving complex problems and working closely with senior leaders.

Sales & Operation Planning, Channel Partner Training and Capability Development, Channel Forecasting, Channel Inventory and Channel Velocity, Bill to ship, Direct to customer and cross docking

Sales & Operation planning

• Migrated to Tier-II level channel forecasting mechanism – transition from 17- Tier I partners planning to 950-Tier II level across India
• Designed & implemented collaborative forecasting model- capability building, train & onboard channel partners across India
• Executed new forecasting model with tier-II 8 weeks forecast (4 weeks firms and 4 week tentative)
• Run the forecast aggregation, normalizing and smoothing process to ensure the fulfillment

Manage Channel Inventory & Lead time

• Monitored the channel inventory & Identity the gaps in supply & ensure right supply
• Identified the cluster wise-channel partner wise- SKU wise possibility of the sales through and tertiary to drive the sales
• Reduced the channel inventory from 45 to 30 days and channel lead time from 30 to 15 days

Implementation of New distribution Model – bill to ship to

• Implemented Bill to Tier-I partners and directly ship to Tier –II channel partners
• Implemented Cross Docking at Tier-I partner and shipped to tier-II channel partners
• Setup the processes to directly bill and deliver to Tier-II channel partners

Channel partners performance management & DMS adoption

• Setup the lagging KPIs in-line with AoP business plan and rollout the forecasting platform
• Designed the Tripartite agreement to execute the supply chain network design and distribution models
• Identified the gaps in the infra and resource requirement with channel partners in-line with company’s growth aspirations
• Ensured that partners are booking the weekly sales through in DMS and ensure correctness of actual inventory vs DMS inventory

Lead Work Streams- Business Transformation, Strategy Execution, Asset Sweating, Due-diligence, Manufacturing Strategy formulation, Opportunity Diagnostic, Throughput Maximization, Process Simplification, Lean Implementation, Setting and Running War Room and Project Management Office , Bench-marking, A-3 Dashboard, Training to Change Agents, Product Substitution, Product Improvement, Supply Chain Alignment, Reliability Improvement, Customer Satisfaction Improvement

• Business Transformation, Manufacturing Operation, and Throughput Improvement, Loss Reduction, Manpower Productivity, for Indian Automotive Conglomerate
• Reliability Improvement, Fleet Availability Improvement, Down Time Reduction, Problem-solving and Root Cause Identification, Postponement of buying decision for SE Asian Coal player
• Lean Transformation, Yield Improvement- Yield equation, Design of Experimentation, Reactor Design & Experimentation, New Product Development, Planning & Scheduling, Equipment design changes to reduce power consumption, Thermal map of the value chain to identify energy loss in the form of excess heating/cooling and reheating and tap opportunity to design sustainable options for Chemical Product Manufacturing unit of Indian Conglomerate
• Lean Transformation diagnostic to double the handling capacity for project cargo- break bulk, container handling, bulk material and jetty operation, process maturity and risk, Capacity building for largest private Port Operator from India
• Purchase side Operational Due Diligence to facilitate acquisition of Indian Target, long-term synergy assessment, Product development, Portfolio Extension, and operational viability and sustenance for EU-based MNC player
• Coached and Trained Client team about Daily Management, Structured way of Problem-solving, Management through way of escalation, Design and drive KPIs, OEE, Throughput
• Participated in team-building activities to enhance working relationships.
• Worked within applicable standards, policies and regulatory guidelines to promote safe working environment.
• Delivered services to customer locations within specific timeframes.

Business Management Advisory, Senior Consultant, Business Performance Services ( BPS) KASPL Lead Projects to deliver: Business Transformation, Strategy Formulation, Business Development, Cost Optimization, Due Diligence, Market Entry Assessment, Sales Enhancement and Margin Improvement, Manpower Planning, Business Planning.

Strategy Assignments:

• Business Plan, Financial Modelling and Market Entry- SEZ
• Business Revival Plan of Fertilizer Plant
• Partner Selection and SPV-Stainless steel SEZ
• Revenue and Profit enhancement- Power Transformer Manufacturer
• Identify Value drivers- consumer durable
• Business Performance Risk-Indonesian Coal Producer
• T&D loss reduction, Customer Centric Strategy- Power Utility

Supply Chain/ Operation Consulting Assignments:

• Supply Chain, Cost & Throughput optimization, loss & inventory reductionSteel player
• Technological, Process Automation Assessment- Steel player
• Material loss reduction, material reconciliation in outbound logistics - Mining player
• Process improvement and cost optimization- Automotive player
• Inventory optimization, CXO MIS and demand forecasting- Consumer Durable player
• Order fulfilment LT reduction and service level enhancement- Transformer manufacturer
• Value Chain Optimization diagnostics- Cold logistics player
• Supply Chain & Procurement Optimization assessment- Packaging manufacturer
• Cost optimization diagnostic- Paper manufacturer + Green Supply Chain assessment- Plywood manufacturer
• NPD LT reduction for ETO products- engineering player
• Industrial Park Business Plan- Anchor player and infrastructure requirementSEZ
• Process-centric organisation structure- Engineering Player
• Value drivers, CXO MIS, sales return, dealer distributor survey, cash to cash cycle, forecast accuracy, counter management, schemes effectivenessConsumer Durable
• OEE & Process productivity assessment- International coal producer
• Enterprise-wide BPR- power distribution company

Lead & Drive the work-streams: Business Transformation, Business Process Re-engineering, Supply Chain Optimization, Cost optimization across value chain, Throughput Improvement, Working Capital Management- Inventory Optimization, MIS and KPI’s, Value Engineering, Production Planning and Operation Scheduling, Product Quality Improvement, Maintenance Improvement, Process risk assessment

Key Assignments

• Enterprise-wide Business Transformation for Indian Milk and Dairy Product Manufacturing Company
• Supply Chain Optimization, Process Transformation, and Productivity Improvement for India Steel Company
• Cost Optimization and Supply Chain Transformation for Indian Switch Gear Company
• Participated in continuous improvement by generating suggestions, engaging in problem-solving activities to support teamwork.
• Identified issues, analyzed information and provided solutions to problems.

Opportunity Assessment/ Diagnostics

• Supply Chain optimization for Indian Automotive player
• New Product Development Program Management Office for Indian Food & Beverage Player
• Casting, Forging, and MTO-based order fulfillment for an Indian player in Coal-based dust separation unit manufacturing

Business Process Re-engineering Team Lead at Satyam Computer( Now Mahindra Satyam); Page 8 of 10 Conducted BPR of Automotive Parts Manufacturing Organization( Engines, Values, Bearing, Gensets). Transformation of organisation to enhance the Customer Order Fulfillment and New Product Development Processes

• Improved the Customer Order Fulfillment Lead Time from 4 weeks to 1 weeks through reduction of NVA’s and setup times across value chain
• Improved New Product Development lead time from 30 months to 18 months through installation of Lean Stage gate process
• Improved the On time in full (OTIF) from 40% to 85% and Due date performance (DDP) from 55% to 95%
• Change Bill of Material (BOM) planning, ERP run frequency, material code management and redesign the order cascading in ERP system for different production shops
• Performed the change readiness inventory across organization and developed the change management program
• Developed the process-centric organisation structure and design the interaction mode
• Measured the change readiness inventory and developed the change management plan

Worked as a manager of operation, managed~100 employees, responsible for planning, scheduling, throughput, budget, cost, safety, compliance and employees welfare

• Worked as a Facilitator for ~2 year to executive the Mckinsey TOP program ( Total Operational Program) for RMD division; to help in journey to achieve the lowest cost steel producers
• Conducted Annual operating Planning (AoP), Prepared monthly cost sheet and budget sheet, KPIs base level and improvement plan.
• Acted as Management Representative for ISO quality system execution as a lead auditor
• Led and Implemented multiple six sigma projects to improve the throughput, productivity and OEE of the machine & system
• Acted as a manager model machine, implemented Total Productive Maintenance ( TPM) and improve the reliability of the machine from existing 70% to 95%
• Implemented process improvement to shape organizational culture, optimize procedures for higher efficiency and help company evolve and grow.
• Prepared annual budgets with controls to prevent overages.
• Worked in matrix management environment with oversight of division level managers, operations, sales, finance, human resources, safety and compliance.
• Reduced process bottlenecks by training and coaching employees on practices, procedures and performance strategies.
• Collaborated cross-functionally to refine procedures, devise best practices and enforce quality metrics.
• Introduced new methods, practices and systems to reduce turnaround time.
• Reviewed operations reports to understand numbers and trends.
• Led improvement initiatives to advance operational efficiencies and increase revenue.