Rahul B

Heading the Global In-Market Supply chain - Europe, North America, APAC and Greater China.

Responsible for Imports management, Supply chain operations, 3PL management, Logistics and Distribution, Quality and engineering, Integrated business planning, Customer support and Sustainability for the greater China region. Heading the End-to-End GC supply chain reporting to the Global COO and President of GCR Business Size 1.1B NZ$, Supply Chain Budget 124M $, Team Size 61

Zespri is one of the world’s most successful horticulture marketing companies and the Zespri Brand is recognized as the world leader in premium quality kiwifruit. We are 100 percent owned by current or past kiwifruit growers. Our entire team champions the Zespri Brand around the world, building mutually beneficial relationships with suppliers and customers. Reporting to the GCR CEO, responsible for End to End Supply Chain Management (S&OP, Quality Mgt., Logistics & Distribution, Imports, Supply chain business process and Supply chain excellence) for Greater China Region. Directly responsible for 328 Mil RMB spend for supporting revenue of 4.6 Billion RMB. Leading a team of 36 members.

General secretary for communications, sponsorship, charity over 8 years

Volunteering role for the community

In the present job, I am responsible for managing 4 Distribution Centers. Hong Kong -1 Shanghai – 2 Tokyo -1 I am supporting revenue of $1.2 Billion, directly responsible for managing budget of $9.6 Million. I oversee the team of 4 Operations Managers, 3 Fulfillments Analysts & around 224 direct/indirect employees.

Assisting VP of Operations and GM - Manufacturing in driving strategic initiatives for APAC focusing on supply chain cost reduction/optimization, Long range capacity (capital) planning and Manufacturing Strategy Development. Responsible and accountable to meet the defined Annual Plan (AP) targets Define and establish strategic KIP (Key Improvement Project) to roll-up to the budgeted cost reduction targets Provide visibility of cost reduction initiatives progress update, lead and drive the review cycle Perform benchmarking and/or acquire market intelligence (suppliers/vendors/competitors) cost reduction and cost drivers benchmark data to serve as baseline/reference to management and factories to ensure competitive and strategic cost performance and direction Work with corporate planning on medium and long term strategic forecast planning to define strategic direction on capital and capacity rationalization Conduct comprehensive capacity and capital analysis and assessment to maximize capacity utilization across the corporation Develop strategies or recommending improvement solutions for capital and capacity rationalization

Strategic SCM Projects Inventory Optimization Inventory Analysis & Disposition SAP MM/WM Implementation ( Additional Responsibility as a Business Process Owner for SAP warehouse Management) Production Planning & Control

 Led Asia-Pacific supply chain planning and IT development support for Global Operations  Established Indian operations planning team of 8 members to support global sales and operations team resulting in cost savings of $780,000 per annum  Led seamless knowledge transition of operations planning for two newly acquired product lines  Improved on-time delivery reliability from 82.3% to 94.2% through enhanced demand planning process  Implemented Oracle ERP for operations planning to reduce the planning cycle from 14 days to 5 days

 Achieved cost reduction of $0.85 million (28% more than budget) through material standardization, logistics outsourcing and implementation of E-auction program for commodity products  Developed 7 alternate suppliers in Asia for 4 key components resulting in significant reduction of business risk  Conceptualized and implemented the supplier performance rating system for 23 suppliers to improve delivery reliability  Developed Material planning system to significantly reduce missed delivery commitments to customers by 67%

 Reduced inventory from 65 days to 17 days of sales by inventory resetting and stakeholder alignment  Achieved $0.76 Million cost reduction by components reengineering, supplier consolidation and process improvements  Identified and implemented direct shipping opportunities from factories based on customer order pattern analysis, resulting in a lead time reduction from 7 days to 3 days  Developed & executed "Total Cost of Ownership" project plan as the core team member

Scholarship & Awards: CEIBS Merit Scholarship Awardee Runner-up in the Global Business Case Competition held at IPADE, Mexico