Kartik Shah

Unlocked $9M in working capital and $77K in annual operational savings by diagnosing and reengineering end-to-end order fulfillment workflows for a US-based Seafood FMCG.

Designed and deployed real-time Supply Chain Control Towers, establishing end-to-end visibility and automating exception management to improve order fulfillment rates and optimize working capital.

Advised C-suite executives on Retail AI strategy, identifying high-impact use cases and developing comprehensive adoption roadmaps within the Source-to-Store value stream.

Directed multi-disciplinary teams in executing complex supply chain workstreams for an enterprise SAP S/4HANA transformation, conducting comprehensive As-Is and To-Be process mapping.

Secured $814,000 annual P&L savings by formulating data-driven procurement strategies that streamlined supplier onboarding, reduced maverick spend, and improved contract compliance.

Led a Phase-0 SAP S/4HANA improvement assessment, architecting To-Be solutions for core supply chain modules (MM, PP, SD, QM) to enhance material traceability and logistics.

Hosted a high-impact process mining webinar for 50+ enterprise clients across EMEA, showcasing process intelligence in resolving supply chain bottlenecks and procurement inefficiencies.

Mentored and upskilled a team of junior consultants in delivery methodologies, process modeling best practices, and translating operational data into actionable performance metrics.

Acted as Single Point of Contact (SPOC) for supply chain and material planning on a greenfield LMC tyre plant project with a target capacity of 450,000 tyres/month.

Designed a lean, flow-oriented manufacturing layout for the Bias tyre plant, achieving a baseline throughput of 18,000 tyres/month.

Spearheaded manpower service procurement, developing the manpower budget and sourcing 3 external contractors to ensure uninterrupted supply.

Implemented a piece-rate wage system across packing, RM store, and shipping, improving productivity by 30%.

Applied SMED to cut changeover time by 42% (Banbury mixer) and 67% (curing press); reduced external changeover time on the LMC curing press by 25% through machine-parameter optimization.

Owned quality assurance for final vehicle assembly, managing 11,500 vehicles/month, including Shower test, CANOPY, Drive test and PDI.

Achieved 90% DIFTR in the assembly EOL shop through alarm escalation and root-cause analysis; trained a 40-member inspection team on the WCQ framework.

Reduced shower-test failures by 20% via Pareto analysis, saving 3,600 man-hours (₹9L/year); eliminated a top rejection-cost defect, saving a further ₹12L/year.

Integrated EOL Operations data with the MES system to capture real-time vehicle diagnostics; established live quality dashboards that accelerated decision-making.

Steered supplier quality readiness for a critical MCE vehicle launch, managing the PPAP to ensure zero-defect integration of new components into the assembly line.

Reduced changeover time in hydraulic-cylinder machining by 27% (SMED) and cut 64 man-hours/day through multi-machine allocation.

Planned a 24-workstation layout for 8 new products; assessed ergonomics at 95 manual workstations using established methodologies.