Kedar Revankar

Responsible for Integrated Business Planning, materials information systems & materials controls. Primary accountability for managing all activities for the direct/indirect material sourcing spend (~$1B), logistics spend/service ($175M), distribution, customs compliance, procurement (~$300M), supply quality engineering and VA/VE across ~45 global manufacturing operations.

Primary accountability for managing all activities for the direct/indirect material sourcing spend (~$1B), logistics spend/service ($175M), distribution, customs compliance, procurement (~$300M), supply quality engineering and VA/VE across ~45 global manufacturing operations.

$600M spend – Indirect Sourcing, Logistics & Direct Sourcing Primary accountability for managing all activities for indirect material purchases across global operations. This includes strategic sourcing of indirect spend globally including packaging,HR, IT, MRO, fleet, real estate, travel, utilities, waste, office/clerical, consulting services and contract negotiations for Capital. Logistics - Manage and monitor logistics performance metrics and assess performance of logistics network on regular basis. Lead root cause analysis and drive corrective actions to address systemic operations/logistics performance issues and drive improvement across metrics. Direct the team that manages daily interactions with the various service providers with a focus on end customers and develop the team to solve strategic and tactical transportation operational issues.

Primary accountability for managing all activities for indirect material purchases across global operations. This includes strategic sourcing of indirect spend globally including packaging,HR, IT, MRO, fleet, real estate, travel, utilities, waste, office/clerical, consulting services and contract negotiations for Capital.

Successfully implemented make vs. buy decisions for insulated glass within NA Developed category strategy for NA Flat glass.

Responsibility to manage $40M in packaging spend by improving specific areas within the category and support Masonite’s needs for its retail and wholesale customers. • Lead a new team of three people in packaging to create transformation in this category by generating process improvements and identify savings. • Developed and executed category strategies for all spend categories – pallets, corrugate, films, strapping, edgeboard. • Led and implemented savings projects that equaled $2.4M • Created SOP’s that clearly defined packaging guidelines based on mode and type of product. • Provided visibility to the management by developing Masonite vs. Market trends and by putting together strategies for every packaging product category that was over the market.

Responsibility to manage and drive change to a load center responsible for booking full truck loads for 40 North American locations. Worked cross functionally with sales, plant customer service, load planning, risk management and safety functions to maximize profitability within Masonite. • Managed over $50M in TL spend within the load center. • Transformed manual load tendering to an automated system by implementing a Transportation Management System. • Improved productivity by reducing a team of 6 to 3 by automating the load tendering process. • Coached the team to effectively use the new system driving improved customer service and carrier management. • Avoided $150k in increases from UPS by switching to FedEx as the small parcel carrier and managed the transition. • Realized over $500k in TL savings by utilizing right carriers, mode switches and freight optimization projects. • Saved over $1.4M in LTL in rates, consolidating LTL’s to truckload, consolidating smaller LTL’s to mid-sized LTL’s.

• Took over Less than truckload management and small parcel relationship. • Developed a LTL damage and on-time performance report to manage LTL damages at Masonite locations. • Worked with LTL carrier terminals to audit damages and partnered with them to improve the overall damage % as well as the internal packaging group within Masonite when necessary. • Worked with a consortium to save about $500K in small parcel spend (UPS). • Created carrier selection tool for 7 French locations that help saved $150K by helping the sites select the best carriers. • .Managed lost savings for LTL for 40 locations and worked with very location that did not use the right carriers in the program to ensure a switch is made if it makes financial sense and has no service impact

Lead the team by taking ownership in creating databases that were eventually used to drive savings and continuous improvement strategies within the supply chain group in Masonite. • Created databases to house Truckload, Less then Truckload and Small parcel data. • Created daily and weekly exception reports to drive the NA team to save more than 5M in TL load savings. • Developed, led forecasting and budget process for North American and European plants.