Jay Patel

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o Led a team of 9 analysts and helped manage brand manufacturing operations for four categories: Premium water, Cold fill, Hot fill, and Sparkling. The entire brand manufacturing portfolio includes over 18 national customers like Coca-Cola, PepsiCo, Essentia, etc. o Key point of program planning contact for customers and helped manage key KPI for them. Our team is responsible for maintaining continuous supply for all brand customers overseeing close to 450 SKUs, 34 manufacturing lines, and total production of around 6B bottles annually. Maintained 97.73% product availability in 2022 for Premium & CSD category. o One of the key stakeholders to align with major teams within an organization like S&OP, DP, raw materials, logistics, planning, manufacturing, sales, and outside partners like customers and co-packers. o Working on Tools like Logility, Oracle EBS, WMS, Visio, Tableau, and Excel.

o Key personnel and representative from the supply chain planning department to manage $300M worth of annual operations for brand manufacturing customers. Managing end-to-end supply chain process for 7 brand manufacturing customers with the primary objective of maintaining an efficient supply chain between Niagara and customers while improving the cost of operations. o Responsible for managing tactical and strategic planning outlook for contract customers that has a bandwidth of 9 production lines with an annual capacity of 2.4B bottles including 260 SKUs. o Involved in Data Analysis and reporting for contract manufacturing planning and working closely with the BI & CI team on process improvement and cost optimization projects. Key owner of reporting more than 35 daily/weekly reports to customers, and other internal stakeholders.

o Co-managed company’s critical supply chain value-added program called DTS (Direct-to-store) from customer inquiry to execution; and planned beverage production line using Oracle EBS & Logility. o Key Analyst within the organization to develop DTS designs by creating the most optimal transportation network with an average of 9,000 truck routes monthly. Automated the development process by using Python scripts, AMPL, and BOTI software; and reduced operation time from 5 hours to 45 minutes. o Implemented detailed and improved back-end operation process for the DTS segment which covers 16% of the company’s total transportation network by automating the process on a single platform. o Solely responsible for implementing forecasts, planning production schedule; and communicating with raw materials, ingredients, and production team to manage PHI gallon line. Reduced inventory from 1450 pallets to 750 pallets with the same level of operational efficiency.

o Facilitated dialogue and collaboration among graduate and professional students to advance their careers. o Built relationships between GPSA members, ASU programs, and professional associations. o Planned social events to promote the social, emotional, and intellectual well-being of GPSA members. o Organized Grad Appreciation Week activities with the support of various directors and offices. o Partnered with the Vice President of Internal Affairs to plan and execute the annual Interdisciplinary Research Symposium and Awards programs. o Advised the Vice President of Internal Affairs on the Travel Grant Programs. o Served on the Executive Committee and chaired the Professional Development Committee, where I developed schedules and agendas, maintained meeting minutes, and appointed and oversaw the Director of Events and the Director of Awards. o Managed the budget of the Office of the Vice President of Professional Development in accordance with GPSA policy. o Reported monthly on all GPSA-related activities to the Assembly. o Transitioned all relevant documents and information to my successor.

o Provided academic advising to new and continuing graduate students in the Polytechnic School. o Served as a general resource for visitors, current students, parents, faculty, and staff on graduate programs in the Polytechnic School. o Participated in orientation programs to help students with course selection and enrollment. o Worked with students in a variety of settings to resolve their inquiries.

o Developed the overall project timeline and work plan, enabling the team to achieve year-end milestones. o Created a database server on MySQL to implement a feasible DMS and achieve process improvement. o Resolved cross-functional issues within a team of 40 engineers. o Prepared risk and cost management reports, team recruitment, communications, purchasing, and stakeholder management. o Compiled status reports for the project sponsors and performance reports to the organizer. o Planned logistics for a symposium and competitions. About The Project EcoCAR 3 is the latest U.S. Department of Energy (DOE) Advanced Vehicle Technology Competition (AVTC) series. As North America’s premier collegiate automotive engineering competition, EcoCAR 3 is challenging 16 North American university teams to redesign a Chevrolet Camaro to reduce its environmental impact, while maintaining the muscle and performance expected from this iconic American car. Sponsored by DOE and General Motors and managed by Argonne National Laboratory, EcoCAR is the heart of American automotive ingenuity and innovation and is the ultimate training ground for minting future automotive leaders. While this model is the most technologically advanced Camaro in the vehicle’s history, EcoCAR 3 teams will be tasked to enhance the vehicle even further by applying the latest cutting-edge technologies and incorporating new innovative ideas. Teams have four years (2014-2018) to harness those ideas into the ultimate energy-efficient, high-performance vehicle. The Camaro will keep its iconic body design, while student teams develop and integrate energy-efficient powertrains that maximize performance while retaining the safety and high consumer standards of the Camaro. Teams also will incorporate alternative fuels and advanced vehicle technologies that will lower greenhouse gas and tailpipe emissions.

o Supported the product development department by collecting, analyzing, and summarizing information to prepare reports, and by working closely with managers to prepare employee training and conduct educational workshops. o Used statistical analysis, simulations, and predictive modeling using MATLAB and Excel to analyze and improve product development procedures, and created flowcharts to monitor bi-weekly production status. o Managed inventory with 550 SKUs using ERP, reported results, identified and corrected discrepancies immediately, and helped create production plans and forecasts.

o Assimilated ERP packages and learned designing orientation for high precision inventory control and production belt for Cartesian assembly of diamond cutting laser machines; spreadsheets for scheduling procurement and gained knowledge of SC design and logistics.