Mandar Khiste

- Lead end-to-end global supply chain strategy and execution for a medical device business unit, overseeing demand/supply planning, sourcing, inventory, logistics, and IBP/S&OP - Drive IBP transformation, implementing analytics-driven planning capabilities that improved forecast accuracy, risk visibility, and executive decision-making Deliver 15% cost savings through logistics network redesign and 3PL optimization - Sustain best-in-class service (COTIF) through cross-functional alignment across Commercial, Finance, Operations, and Quality - Lead digital supply chain enablement, including Oracle Engineering module deployment to enhance traceability, governance, and product lifecycle control

- Led global supply chain operations for a high-growth, regulated business, driving scalability, compliance, and operational excellence - Enabled 200% production growth through capacity planning, prioritization strategy, and cross-functional leadership - Implemented inventory optimization strategy, reducing waste (excess and obsolescence) and improving working capital efficiency - Integrated procurement, planning, and materials management into a unified E2E supply chain operating model

• Member of Plant Leadership Team reporting to Plant Manager. Actively engaged in plant strategy decisions and liaison to corporate Supply Chain Leadership. • Provide direction and goal setting, coaching, and career development and resource allocation to ensure success of salaried direct reports (8) and unionized mill and warehouse wage team (36). • Responsibility for annual budget planning and management (12 P&Ls/$8M), 3PL outside warehouse, all mill manufacturing, and Logistics planning functions (material planning and procurement, warehousing, transportation and production scheduling) • Operate a highly automated warehouse fully integrated with manufacturing. Accountability for operation of 14 Automated Guided Vehicles (AGVs).

• Led a project to convert 1600 finished products across 6 divisions to be compliant with the GMO labeling law passed by Vermont. Completed conversion to GMO compliant packaging on a very tight timeline of 6 months. • Managed communication of execution strategy, timeline and status with all Division and Supply Chain Senior Leadership. Provided regular written and verbal progress updates highlighting key milestones and risks. • Implemented a product segregation and deployment strategy for the Northeast. This provided an opportunity to use up old packaging for inventory deployed to the rest of the US and saved $5 MM in raw material write-offs. • Used CI tools (process mapping, FMEA, OPL) to streamline the conversion process. Identified bottlenecks and implemented several centralized processes (package design, packaging and finished product system set-up and costing, material ordering and production scheduling) to manage to the tight timeline. • Worked with Sales and Replenishment teams to define the network deployment strategy for Northeast USA. Put together a detailed replenishment plan to ensure flawless execution and maintain on-target customer service. • Developed training plan to roll-out packaging conversion strategy. Training provided to ~500 users across the Supply Chain - Logistics Planning, Sourcing, Transportation, Warehousing, Quality, Internal Plants, and Contract Manufacturing, and Customer Service. • Managed project team and contract resources. Provided work direction and monitored progress to ensure project is on track.

• Managed end-to-end Supply Chain for the Yoplait Kid Business through strategic partnership with Marketing, Sales, Manufacturing Operations, Product Development and Quality. • Led Monthly S&OP meetings to communicate production strategy and high level business assessment (opportunity and risks) to the senior leadership team and cross-functional business partners. • Managed finished goods inventory in line with fiscal inventory target for 12 P&Ls ($330M in dollar sales). Responsible for defining and maintaining optimal inventory days of supply targets to meet service goals. • Managed manufacturing network (4 internal plants and 2 contract manufacturing) for two capacity constrained platforms and delivered on service targets (Goal 99%) for key customer events. • Delivered $1.1M savings by significantly reducing raw material write-offs through strategic partnership with vendors. • Provided coaching and developmental opportunities to ensure the success and career growth of direct and indirect reports.

• Led Replenishment team accountable for replenishment strategy and product deployment for 20+ sites and 2 operating units. Accountabilities included product flow optimization modelling and execution, warehouse space planning, customer service, and management of customer direct shipping program. Managed 12 salaried employees. • Accountable for all Executive and Director level service analysis, risk mitigation and communication for the North American Meals ($1.7B) business • Delivered $3.5M in cost savings through strategic planning and execution, optimizing transportation lanes, leveraging business partnerships, and utilizing CI tools to identify and mitigate business risk.

• Implemented RedPrairie WMS in seven manufacturing locations across dry/refrigerated/frozen temp channels with focus on implementing standard business processes in line with organizational goals through change management. • Successfully managed all aspects of the implementation using project management principles resulting in on-time completion and vertical start-ups with minimal post-implementation support. • Led a cross-functional team across Information Systems, Engineering, Plant Manufacturing and Logistics to plan and execute key mile-stones. • Extensive application of appropriate CI tools (PBED, VSM, OPL, FMEA) to eliminate loss and develop efficient and sustainable business processes within the supply chain.

• Project lead for Demand Planning Re-engineering – Developed process to analyze real time demand trend and a measurable way to track forecast accuracy. • Designed a system to measure overusage and performance for plant cost per case reporting that was rolled out to 31 plants. Managed a contractor resource to build the system. Conducted end-user training for 100+ users. • Extensive SAP experience leading mid to large size projects supporting supply chain operations.