5. 5
Functional Competencies :
• Single point contact for all new project
• Availability all IDK & IWK parts before given target date
• Champion for VOR FFR achieving 100% daily
• Ensuring the Comm FFR reservation within 3 days
• Monitoring MVML BIW weekly part schedule adherence
• CFT member for all new project
Customer Focus :
• Dispatched parts to direct End Customer on FOC from Vendor
• Getting the parts from MHEPL engine line at possible line down situation.
Result Orientation :
• Daily MIS for VOR FFR & Comm FFR
• Daily Publishing the Receipt & Schedule adherence Status to CDMM & CC Team
Passion and energy at work :
• Good team player
• Escalation matrix in Place to get the parts for Spare Parts to enhance customer
satisfaction level.
• Close looping given activity on time
6. 6
Key Responsibilities
Dealing at both the ends of Organizational Chain i.e. Customer and Supplier.
Acting as a link for all intra-company departments like Planning, Logistics,
Quality, Warehousing, Customer – Care, CDMM, Part Engineering & PVT.
Introduction of new parts to be procured in co-ordination with Research &
Development and Customer Care like KUV1OO,U220,U215 & U107.
Daily MIS & IDK,IWK receipt status for all new model parts
Weekly Scheduling of In House Manufactured for all models.
Generation Of Weekly Schedule Adherence Report Of MVML Weekly parts.
Daily Monitoring the MSS Eff, VOR & Comm. FFR.
Attending daily KUV1OO,U220 & U215 CFT meeting & monitoring ORC’s
7. 7
Projects Under Taken
S101 - KUV1OO
U220 - Imperio
U215 – NovoSport
P107
MVML & MHEPL Buying (Weekly & Monthly)
8. 8
P107 Project
To get maintaining V info & Releasing PO,Amending Schedule From DP.
Following with CDMM Team For Material availability (IDK & IWK).
Pulling Critical Material within Short Span From MVML
Daily Publishing the Receipt & Schedule adherence Status to CDMM,
Sourcing & CC Team.
Pulling VOR & High Speed Material From MVML & Daily Monitoring BO &
VOR FFR
9. 9
Challenges Faced for KUV1OO IDK & IWK availability
New vendor combination –PO created on wrong vendor code
As per the CDMM need to change the schedule line from vendor to Plant
Due to EN change received some old design parts
There was space constraint & unloading issue for new project part at WH
10. 10
KUV1OO Project Status
PO Summary Receipt Summary
Remark No Info PO Avbl Total
Full
Receipt
Partial
Receipt
No Receipt
IDK 5 258 263 240 14 4
IWK 68 1022 1090 769 21 225
Total 73 1280 1353 1009 35 229
PTD
Summary
PO Summary Receipt Summary
Remark No Info PO Avbl Total
Full
Receipt
Partial
Receipt
No Receipt
IDK 5 51 56 35 14 2
IWK 35 257 292 190 4 63
Total 40 308 348 225 18 65
Non PTD
Summary
PO Summary Receipt Summary
Remark No Info PO Avbl Total
Full
Receipt
Partial
Receipt
No Receipt
IDK 0 207 207 205 0 2
IWK 33 765 798 579 17 169
Total 33 972 1005 784 17 171
11. 11
Challenges Faced for KUV1OO VOR FFR
Order spike
Order on non serviceable part
1st Time part order in VOR , not in commercial
Part in VOR where as Schedule adherence 100%
Part was in RWIP
pricing/info/order on same day
Supplier not accepting parts where as po available on his code
Order received on alternate part no
12. 12
Action taken on VOR FFR
Daily MIS
Increase in stock norms to take care of increased car park
Focused efforts from buyers on KUV
Proactively made alternate part kit by arranging child part
Coordination with Customer Care and Part Info line , OE plant for closure of
Alternate and obsolete parts
Higher Assy proposed for VOR , If child part not available
13. 13
Action Taken Daily MIS
Month
Mar
dates
No of
order
s
No of
order
line
No of
parts
HIT MISS
Reservati
on FFR
%
HIT MISS
Reservati
on FFR%
HIT MISS
Reserva
tion FFR
%
HIT MISS
Reservati
on FFR
%
FFR% if
available
stockis
consider
ed
MSS
Eff %
No of
part
misse
d
Reason for FFRloss Action Taken Responsibility
Target
date
current
status
16 14 44 44 44 0 100% 14 0 100% 44 0 100% 14 0 100% 100% 93% 0
15 1 2 2 2 0 100% 1 0 100% 2 0 100% 1 0 100% 100% 93% 0
14 25 64 55 63 1 98% 24 1 96% 63 1 98% 24 1 96% 96% 93% 1
First time order
received
Arraging fromSupplier on
urgent basic
AmolKale 17.05 Open
13 37 132 114 131 1 99% 36 1 97% 131 1 99% 36 1 97% 100% 93% 1 Part is RWIP
Escalte to Operation to
RWIPClearance
13.05 Closed
12 20 43 44 42 1 98% 19 1 95% 42 1 98% 19 1 95% 100% 93% 1
First time order
received
Arraging fromMVML Plant
on urgent basic
Satish Dange 13.05 Closed
11 37 103 89 103 0 100% 37 0 100% 103 0 100% 37 0 100% 100% 93% 0
10 31 108 78 108 0 100% 31 0 100% 108 0 100% 31 0 100% 100% 93% 0
9 25 55 43 55 0 100% 25 0 100% 55 0 100% 25 0 100% 100% 93% 0
7 28 78 64 78 0 100% 28 0 100% 78 0 100% 28 0 100% 100% 93% 0
6 42 81 48 81 0 100% 42 0 100% 81 0 100% 42 0 100% 100% 93% 0
5 20 39 30 39 0 100% 20 0 100% 39 0 100% 20 0 100% 100% 93% 0
4 27 61 51 60 1 98% 26 1 96% 61 0 100% 27 0 100% 100% 93% 1 Part is RWIP
Escalte to Operation to
RWIPClearance
Operation Team 5.05 Closed
3 17 57 46 56 1 98% 16 1 94% 56 1 98% 16 1 94% 100% 93% 1 Part is RWIP
Escalte to Operation to
RWIPClearance
Operation Team 4.05 Closed
2 26 92 64 89 3 97% 23 3 88% 89 3 97% 23 3 88% 100% 93% 1 Part is RWIP
Escalte to Operation to
RWIPClearance
Operation Team 4.05 Closed
1 1 28 28 28 0 100% 1 0 100% 28 0 100% 1 0 100% 100% 94% 0
0th Day Reservation 1stDay atReservation
Orderlines Orders Orderlines Orders
14. 14
KUV100 VOR FFR
45%
77%
93% 92%
98% 98%
0%
20%
40%
60%
80%
100%
120%
Jan'16 Feb'16 Mar'16 Apr'16 May 1st Week May 2nd Week
12/28
Centuries
17/28
Centuries
8/12
centuries in
May’16
On material
availability
11/12
16. 16
U220 Project Status
Overall PO Summary Receipt Summary
Remark No Info PO Avbl Total
Full
Receipt
Partial
Receipt
No
Receipt
IDK 1 41 42 41 0 0
IWK 9 116 125 113 0 3
Total 10 157 203 154 0 3
IDK & IWK availability has been completed before the launch
successfully
19. 19
P107 Project
To get maintaining V info & Releasing PO,Amending Schedule From DP.
Following with CDMM Team For Material availability (IDK & IWK).
Pulling Critical Material within Short Span From MVML
Daily Publishing the Receipt & Schedule adherence Status to CDMM,
Sourcing & CC Team.
Pulling VOR & High Speed Material From MVML & Daily Monitoring BO &
VOR FFR
21. 21
Accepting No Limits
To full fill VOR order’s
Dispatched parts to direct End Customer on FOC from Vendor
Dispatched parts to direct End Customer on FOC from MHEPL
Dispatched the higher assembly part after discussing with end customer
Getting the parts from MHEPL engine line when it was shortage on Assy line
22. 22
Alternative Thinking
Analyzed the TUV orders parts as on date same has been matched with KUV
part wrt description which will help to reduce the KUV inventory
23. 23
Driving Positive Change
For smooth handover of parts from CDMM to SPD need to have proper
documentation like Buying handover form with sign off – Taken initiative
PSW – Part Submission Warrant - Taken initiative
Commodity wise buying
24. 24
Reward & Recognition
Spot award for Good initiative on KUV1OO
Spot award for Excellent work done on KUV1OO
Got award in C1 meet from CPO “Achieving ever highest FFR for new models
25. 25
Skills Acquired
Below are the learnings which will enhance my overall abilities for tackling
difficulties in my professional as well as personal life.
• Statistical tools :
• Data Management, MIS.
• SAP
• Excel, Word,
• Vendor Management
• Team Management
• Confidence at work
• Time Management
26. 26
Special thanks to Mr. Bhobe Girish, Mr. Mirji Rajiv and Mr. Thomas Ajit for
providing opportunities to learn and work in various areas of Sourcing.
And also
for enhancing my skill set and capabilities by providing me the following
projects
KUV1OO,U220,U215,P107, MVML & MHEPL Project.
Gratitude