KOMAL ASHU

Gurugram | 8968877255 | Komal.ashu4@gmail.com

KEY SKILLS
Demand & Supply Planning Sales & Operations Planning Demand forecasting Digital Analytics-BI & Tableau
Six Sigma- Green Belt New product introduction Project management Strategic Sourcing
Inventory management Vendor Management Process Improvement
WORK EXPERIENCE
Supply Chain Planning Manager |Access Business Group, Amway (FMCG, direct selling)| Jan ’18-Present
Strategic Planning- Nutrition, Beauty, Personal Care, Home Care & Durables
1. PLC management- Leading category wise portfolio review discussions with top management quarterly
a. Rationalized 11 non-performing SKUs out of 170 SKUs by developing process for monitoring SKU performance.
b. Devised action plan for end of life transition of 17 SKUs (~2.3 Mn$) ensuring nil write offs during phase out
2. Leading S&OP & pre-S&OP Process with top management across functions to drive critical decisions around stock liquidation
(~0.36Mn$ 2018), SLA improvement (3% 2018), demand forecasting & SKU performance
3. Providing visibility to business on COI impact by projecting write-offs & building risk mitigation plans for expiries & slow moving.
4. Optimizing scrap/obsolescence across network by reporting expiries periodically & improving return process from Amway to vendors.
Digital Analytics, Supply Chain
1. Leading the development of Supply Chain KPI dashboard to track global KPIs of DOS, SPA etc for monthly leadership review
2. Developed 360 analytical tool to measure SKU performance on 3Cs-Complexity, CAGR (category, SKU) & Consumer sentiment analysis.
3. Improved forecast accuracy by 12% by designing scientific tool to refine forecast of Top 30SKUs, monitoring monthly forecast deviations
from AOP, and analyzing business risk & opportunities to achieve revenue growth.
4. Improved global DOS by 5 days through detailed evaluation of stock norms and anticipatory builds & burns
Idea to market, Supply Chain- Nutrition, Beauty, Personal Care, Home Care & Durables
1. Supported 60 new product launches with 97% launch on-time (INR 950 Cr revenue) by collaborating with suppliers & across functions for
product development, trials, procurement, production, distribution & launch
2. Collaborated with project sponsor to identify and mitigate operational bottlenecks & risks for launch proactively
3. ‘Triumph’-Spearheaded limited life launch projects (worth INR 50Cr) from ideation to roll out in 5 months meeting budgeted cost and
100% FTR through cross functional collaboration.
4. Partnered with suppliers leverage supplier innovations & hold road shows for new product launches in nutrition,beauty & personal care
5. Negotiated buying price of new products through detailed open book & should-costing with supplier.
Manager-supply chain & procurement strategy | Keva (FMCG-B2B) | May ’16-DEC ‘18
Global sourcing & Supply Chain-Fragrances & Flavours
1. Led sourcing team for LCC sourcing of 1000+ raw material (RM) & negotiation for INR 40 cr domestic & import monthly procurement
2. Reduced average inventory by 17%, delivering RM OTIF of 98% from 72% by developing tool to track material obsolescence & inventory
3. Reduced RM shortage by 72% by surveying F&F market, aligning worldwide supply sources of Import/Domestic RM despite global issues
Vendor Management
1. Developed analytical tool for rating vendor performance based on service, cost & quality and introduced Vendor Recognition Program to
engage with vendors half yearly to recognize & upgrade their performance.
2. Reduced quality rejection by 60% by creating performance metric to measure, monitor Cost of Poor Quality (COPQ).
New product development & M&A integration
1. Supported M&A of GFPL by streamlining SAP & process integration from Define to Launch stage ensuring compliances
2. Standardized RM quality specifications (GC peaks) using Six Sigma to reduce fragrance & flavour rejections and improve supply lead time
3. GST transition- Led smooth transition of procurement process to meet GST requirements
Assistant Manager-Projects | Mahindra & Mahindra, Automotive & Farm Sector | Aug ’11-Mar ’15
Project management
1. Estimated CAPEX project cost to study project feasibility, developed risk mitigation plan, held periodic review with cross functional team
2. Planned and executed infrastructure models of 3 plants for capacity expansion from 50000 to 75000 tractors per plant p.a.
3. Restructured 25% plant area for assembly of 3 new models & reduced inv. holding cost by 35% by planning material handling in 2 shifts.
4. Successfully commissioned new hydraulic valve facility (INR 12Cr), decreasing QC rejection by 80%, reducing single supplier dependence.
Process improvement/change management
1. Implemented lean, TPM & TQM standards across 6 plants that led to winning the Deming Award 2013 for Mahindra & Mahindra, Swaraj
2. Led team of 20+ operators for sustainable improvement in 6 plants –reduced energy consumption by 30%
3. Reduced project cost by 15% through negotiations & vendor pricing strategies, evaluating technical/commercial proposals from vendors
4. Implemented ~30+ Kaizens and Quality Circle initiatives in 6 plants to ensure process efficiency and shop floor safety
EDUCATION
MBA – Operations & Strategy | MAR 2016 | INDIAN SCHOOL OF BUSINESS
1. Research on “Acceptance of mobile payment services in India”- Understanding growth opportunities in e-commerce
2. Lead coordinator- curriculum feedback & international exchange, Academic Affairs Council.
B. Tech. – Civil Engineering | MAY 2011 | Guru Nanak Dev Engineering College
Intern, Indian Oil Corporation Limited (IOCL); Intern, Civtech Consultants- Structural design of tanker foundations & multi storey buildings