Atul Shankar, CSCP

• Adjusted MRP parameters based on demand forecast analysis to prevent stockouts, achieving over 90% shelf availability in trials • Streamlined vendor onboarding for 5 suppliers by creating a structured requirements checklist and SOPs using Visio, covering compliance documentation, sourcing criteria, and operational setup • Created a Power BI dashboard to track SKU-level inventory and demand trends, enabling better forecasting and inventory decisions

• Managed purchase requisitions and orders in Tesla’s E-Procurement from MRP runs for engineering teams for production parts, collaborating with 5 suppliers to communicate engineering changes, accurate quotes, and price changes • Spearheaded the deployment of a new ERP software at the Paint shop, defining project scope, establishing detailed timelines, and proactively managing cross-functional team collaboration to ensure seamless integration and data accuracy, including the critical validation of 100% of purchase master data against legacy systems. •Implemented a two-bin Kanban system and QR code-based inventory tracking for paint booth robot covers, improving supply visibility and cutting backorders by 40%; initiative reduced downtime and saved approximately $30K annually. • Led the development of Statement of Work (SOW) and RFQ processes for a cleaning contract bid, driving a competitive evaluation that resulted in a $200K cost reduction through supplier renegotiations, reassessment of labor/material costs, and multi-term contract strategies.

• Increased production efficiency by 8% by analyzing demand forecasts against Bill of Materials (BOM) requirements, managing safety stock levels, and optimizing on-hand inventory to align with the S&OP • Oversaw the complete lifecycle of Purchase Orders (POs) in SAP ERP, including managing all revisions to quantities and delivery schedules, which decreased order errors by 19% within 6 months • Analyzed performance data for 40+ suppliers across cost, quality, delivery time, and compliance(QDCF). Identified major spending areas and reduced tail spend by over 25% through supplier consolidation • Negotiated procurement contracts for favorable pricing, Incoterms, and volume discounts, reducing total landed costs by 15% • Led CAPA initiatives to address incoming quality issues, conducting Root Cause Analysis (RCA) with engineering and quality teams that decreased material defects and discrepancies by 20% • Reduced payment delays by 30% by implementing the three-way match process to resolve invoice discrepancies, improving accounts payable operations, and ensuring timely and accurate payments

Coursework: - Supply Chain Engineering - Financial Management - Statistical Quality Control - Database Management for Analytics

Coursework: - Production Management - Organizational Behavior - Economics - Manufacturing Processes