Vidhya van den Hoven Pillai

Global responsibility:

• Monitor project plans by market, collaborate with factories, call out gaps in supporting projects, and proactively intervene as needed to ensure material and people are available to support growth, and share findings with key stakeholders.
• Ensure engineering changes are captured in time and made visible to key stakeholders to prepare in advance for projects.

Supply side:

• Weekly alignment with all operations managers to ensure sufficient materials, people, and machine capacity are present to support projects.
• To ensure supply plans are updated monthly to all factories for planning, enrichment of supply plan, when needed, in liaison with operations managers and management.
• Conduct risk assessments and request risk buy of components when needed to secure projects.

Demand side:

• Monitor large demand fluctuations in projects and adjust plans.
• Validate roll-out plan with Key Account Managers (KAM) and market teams.
• Ensure project plan is shared timely to prepare for materials and people.
• Advise market if projects/opportunities require additional lead time for fulfillment by factories.

Inventory side:

• Drive initiative to decrease finished goods (FG) inventory with markets; publish monthly reports and share/drive sales of slow-moving FG and components. Discuss potential opportunities for sales with liquidators and/or with finance to drive sales with agreed margin discounts.

Other:

• To be a sparring partner between Product Managers, Factories, Market Supply chain, and KAMs, with the one goal to support time availability of materials and people.
• Publish metrics to improve processes (Demand, Supply, Capacity).
• Publish large projects to key stakeholders.

• Integrated and engaged with all global regions, gathering marketing growth plans and challenging regional forecast submissions.
• Executed S&OP policy.
• Defined and continuously improved planning strategy/methods and performance indicators/metrics.
• Future budget scenario planning, together with finance, procurement, and inventory impact. Present to S&OP Board and Senior MT for decisions.
• Created sustainability and inclusivity goals for YR 2022 as a proposal to senior MT.
• Own inventory control monitoring, scenario inventory control projection, monthly inventory check/corrective actions, liaison with CFO to reserve cash for inventory, together with supply chain business controller.
• Improve supply chain (upstream) reliability with the purchasing team. Collaborate/motivate with the Procurement Director to ensure supply chain flexibility is available to support sales.
• Global production planning and capacity planning.
• Support Transportation: Took on transportation as an interim, established SLAs, trained Backoffice/channel leads to develop processes for order aging/maintenance, established performance indicators, developed strategy, and supported future growth.

• Member with key role in being the eyes to guide Senior MT/Business unit VP
• Managing a team of Supply Chain Planners and Master data coordinators
• Validating all sales forecast submission compared to revenue, call out trends, and discuss with regional directors on sales expectations/trends to allow for SC&M to react quickly to support the business
• Own and monitor supplier performance, implement new programs for sales, own allocation across all business regions
• Generate methods, analyze trends to guide Business unit director, and SC&M VP.
• Process design and implementation of Sales & Operations Planning (S&OP) within the different business segments.
• Managed a team of 6 reports.
• Owned Global S&OP for Surgical, Medical devices, and Vision Care business units.
• Intermediary between finance and Supply Chain; gathered business unit reports and customized, investigated, delegated ownership, and took action.
• Business Analyst responsibilities for consolidation of various warehouses to one central location.
• Project lead for the consolidation process.
• Gathered data to understand business flow by key warehouses, where the most impact can be made through consolidation.
• Green Belt Six Sigma certification training.
• Mitigated obsolescence risks for surgical business unit.
• Worked with global regions/countries, in total 150 countries supported, to understand variances in forecast and find root cause, validate, communicate changes to plant, and ensure high service level is maintained with low scrap/OBS cost.

• Owned responsibility for portfolio of 3500 DFU and 10500 SKU's with responsibility for supporting sales of 300 million Euros per year
• Owner D-SIOP with 19 different clusters globally
• Created obsolescence risks reporting for finance
• Reported variances in global demand to Plant
• Responsible for global product planning across all markets for new product launches shipped by VALC
• Identified supply issues based on EMEA + global forecast input and mitigate impact to service level
• Served as surgical supply chain representative in project teams
• Managed supply relationship with all Asian DCs, including best practices in demand planning training and JDA maintenance, and reviewing supply requirements monthly from VALC.
• Communicated phase-in/phase-out process to customer service
• Other responsibilities:
• ERP regional testing in QA and live environment
• Design JDA reports
• Global item master parameter checks and maintenance
• Global requirements publishing to planners
• Planner training on tools created to assist in supply planning
• Top 100 item categorization for surgical business unit

• Supported 185 million USD in annual global sales of Angiomed items with 3000 FG items.
   Tested and rolled out ASCP (Advanced supply chain planning – Oracle program) with each global region.
  o Conducted multiple test scenarios, observed impact on regions.
  o Identified, coordinated and implemented process improvements needed to fit regions to IT for improvement.
   Conducted weekly service calls with each global region to ensure support from COE (Center of Excellence).
  o COE acted as the control center for Angiomed product line, plant based out of Germany.
   Utilized ASCP for issuing manufacturing messages to plant, and shipments to regions.
• Did monthly plant visits to align on global capacity requirements.
• Trained Plant on ASCP tool.
• Trained Supply chains teams on ASCP tool.
• Issued plant KPI on a weekly basis for executive management.
• Trained Supply Chain team on new processes implemented and advised on methods of improvement.
• Determined regional needs based on their demand, forecast, and safety stock.
• Answered budget questions and researched budget versus actual variances with regions and coordinated with plant.
• Checked master data parameters for all regions to ensure information accuracy.
• Owned monthly SIOP (Sales inventory and operations planning) process.
• Managed 3000 Angiomed items through all global regions.
• Responsible for support Global regions:
  o Europe.
  o United States and Canada.
  o Latin America and Pacific Asia.
  o All export countries – Middle East, Asia, and Africa.

• Owned inventory levels of assigned business unit, Electrophysiology, with approximately 1,000 FG items.
  Generated feasible supply plans across the network, reducing overall supply chain costs (production, procurement, transportation, and distribution).
• Initiated and performed various 'what-if' scenarios in long and mid-term horizons and arrived at business impact/sensitivity analysis.
• Analyzed data accuracy for planning parameters, product attributes, and resource constraints.
• Owned monthly DSIOP process for business units.

Project Management:

• Mapped OEM Supplier pick up process with Logistics team and OEM suppliers.
• Changed OEM supplier procurement and invoice payment methods with finance.
• Training planning team on divestiture of business portfolio – Electrophysiology divestiture to Boston Scientific.

• Managed suppliers in portfolio, ensured compliancy with fill rates and on time shipments
• Owned monthly supplier evaluation and fined supplier for deviancies
• Planned capacity to ensure continuous movement of new launches to end consumer
• Developed right supply chain approach, depending on product turn over, costs of carrying goods, vendor performance
• Collaborated with key vendors to improve supply chain methods (direct import, consolidating shipments)
• Conducted forecast reviews with suppliers