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Supply Chain Engineer

Naperville, Illinois, United States
November 29, 2017

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Tuhin Majumdar, P.Eng, **** Maplewood Cir. Naperville, IL. 60563 Mobile: 331-***-****


Change champion with the ability to apply LEAN/Continuous Improvement & Six Sigma based methodologies to drive profitability in complex, high speed, high automation, multi-billion-dollar manufacturing, Supply Chain and Operations based environments. Known for developing cultures of accountability, responsibility & root cause problem solving. Record of leading turnarounds, expansions and modifications while improving margins, service levels, safety, quality, and reducing costs. Performed over 150 major training sessions (Kaizens, Equipment Strategy workshops, Formalized Problem Solving & etc.)

Six Sigma Black Belt

Process Improvement

Change Management

World Class Manufacturing

LEAN Manufacturing

Logistics Optimization

Continuous Improvement

Operational Excellence

Supply Chain Management

Professional Engineer

Strategic Planning

Warehouse Management


Sara Lee/ Hillshire Brands - Transformed a baking facility with 30 months of negative variances (over a 9 month time period) to being a profit center for the past 2.5 years (last year’s savings target was $4.6M and actual was $9.2M)

Sara Lee/Hillshire Brands – Consistently exceeded cost savings targets for 4 plus years

Ulta – Developed Supply Chain plan for new Warehouse in a 6 month time frame (original plan required up to 12 months )

PwC – Developed a turnaround plan for major client (National Grid) to recover over $500 Million in “Accounts Receivable –Accruals”

Gap Inc. - Optimized two supply chain models (China and Western Europe) to better meet market needs and reduce cost by 25%

Canada Post Corp. – Developed logistics plan for 2 major customers (Elections Canada and Elections Quebec) to: Reduce time to deployment (50%), Stream line delivery and recovery model to reduce costs (30%) and improve on time service commitments (20%)

Work Experience

Aug 2016 – Present – External Contract - Director, Business Process Improvement

Working with 3 world class food manufacturers (FL, CO and OH locations)– One in the poultry business, one in sauces and specialty items and the last in Quick Service Food Preparation

Responsible for “Financial Effectiveness” and “Gap Management” to help improve cost of operations and reduction of “Negative Variances”

Direct teams to help 47 manufacturing facilities meet and exceed their “Cost Savings” targets

Poultry Client: Develop and execute an analytical plan to use “AgriStats” based data to help facilities attain

oTop 25 standards

oMove up facilities from Top 25 to top 10 with a final goal of top 5 classification

oEnsure that all facilities with “Negative Financial Variances” have attainable recovery plans to help mitigate the losses (6, 9, 12 and 18-month recovery plans)

oApply various Lean and 6 Sigma based tools to stabilize their business processes

Sauces and Specialty Client, Develop a “Daily Management System” to

oImprove data analytics

oDevelop better cadence of “Root Cause” based problem solving

oBuild a culture that drives towards predictive anomalies with proactive solutions and away from the current reactive and corrective based culture

oIntroduce the 6 Sigma DMAIC culture into Supply Chain Operations

Quick Service Food Preparation Facility

oDevelop a financial model to offset 10 years of negative variances

oOptimize their “Supply Chain” process to improve service and reduce cost of operations and improve service standards

oDrive data based analysis with emphasis on “Root Cause Problem Solving” to work on eliminating “Common Cause” anomalies

oHelp develop a more robust “Forecasting Model” to reduce the variation between projected customer demand and actual sales orders

Well versed in USDA, FDA, SQF and HACCP based policies and procedures as they relate to food manufacturing across the USA

Feb 2012 – July 2016 Tyson Foods, Prepared Foods Division (formerly: Sara Lee-Hillshire Brands) Senior Manager, Operations Excellence, Springdale, AR (Remote)

Responsible for 7 facilities and 12 direct reports with the main focus being on identifying and implementing action plans to reduce and/or eliminate waste

Develop yearly diagnostics plans to help each facility identify improvement opportunities to help drive down the cost of operations ($700 M budget for 7 facilities, and 4 plus years of uncovering over $11 M/annum of savings)

Develop and Lead Business Process Improvements across the entire Supply Chain network to identify opportunities and remove “Waste” to help improve service standards and reduce costs

Developed process models to sustain improvements through data analytics and proper metrics

Used various tools from both Lean and Six Sigma based practices to help develop process improvement through ownership and accountability

Work with cross functional teams to understand what customers “Deemed as value and what was deemed and non-value added”

Applied emerging trends with respect to: automation, hardware and software based tools to help improve business processes and compete in a mature market segment

Strong skill set in the ability to coach guide and mentor team members and direct reports to improve decision making processes that have a positive impact on the business line

Role was eliminated after 2 years under the Tyson acquisition of Hillshire Brands Company business plan

Feb 2011 – Jan 2012, Price Waterhouse Coopers

Senior Associate Advisory, Supply Chain, Chicago, IL

Worked with several major clients (BP USA & National Grid) to help optimize their supply chain networks to reduce cost and meet dynamic customer demands

Provide data analytics structure to clients to allow for better predictions of future customer demands and ability to meet those requirements

Streamline processes by identifying areas of “Waste, Non-Value or Redundancies” to help improve the business unit

Work cross functionally to identify “The true needs of the customer” and develop action plans to meet them

Pipeline of future engagements did not materialize and the group was dismantled in Jan 2012

June 2010 – Jan 2011, Ulta Inc.

Manager, Industrial Engineering Projects, Bolingbrook, IL

Responsible for identifying the location of a new Distribution Center (DC) in the South Eastern US to handle customer growth

Upon project approval was to lead the team on building the new DC

Project cancelled and the team was eliminated by new CEO

Aug 2008 – May 2010, Gap Inc.

Senior Industrial Engineer, Supply Chain Engineering, Erlanger, KY

Responsible for delivering various optimization projects (Air Freight reduction, Trailer load optimization, Reduction of SKU inventory slots, SKU slot rotation and Random pallet storage)

Develop time and pay standards to allow for “Performance based pay” – 12% efficiency with 7% less staff

Updated European delivery model to focus on emerging markets and readjust mature markets (downsized DC in UK, develop proposal for new DC on mainland Europe and develop delivery model for Italy and Turkey)

Updated delivery model for Hong Kong and mainland China (segregated HK market from mainland and set up a new DC in Guangzhou to feed mainland)

Consistently monitor and update US inbound volumes (PO’s) to match customer demand models from “Point of Sales” data

March 2006 – May 2008, Canada Post Corporation (CPC)

Manager, Engineering, Ottawa, ON, Canada

Worked as an “Internal Consultant” to help work groups identify performance and financial “Gaps”

Developed and implemented plans to overcome the “Gaps”

Coached, guided and mentored internal teams on “Identifying Waste” by using tools such as: 5S, A3 (formalized problem solving), Visual Management, and Gemba

June 2004 – Feb 2006, CPC

Senior Engineer, R & D, Ottawa, ON, Canada

Responsible for a team to develop “rebuilt/repurposed” mail processing equipment to be incorporated into postal operations (both mail and parcel operations)

Led the national “Asset Recovery” team that would evaluate all “idle” assets and develop a plan to: scrap, store or repair and place into operation

Sep 2002 – May 2004, CPC

Work Methods & Standards Engineer, Ottawa, ON, Canada

Develop time standards for various mail operations by using MAYNARD Basic MOST standards

Led “Pilot Project” to test a prototype letter carrier case (RM 2000) to help reduce work load on manual sorters and improve sort accuracy

Aug 1999 – Aug 2002, CPC

Process Engineer, Ottawa, ON, Canada

Provide support to develop national courier “Hub and Spoke” model to allow for optimized courier services across the country

Developed “Hybrid delivery and pick up” model to allow for better coverage to meet customer demands

Education and Professional Designations

1996 - Concordia University (Montreal, Qc, Canada), BSc Physics

1999 - Concordia University, B.Eng., Industrial Engineering

2001 – Lean Certification (LEI approved certification at Canada Post Corp.)

2002 – Toyota Production System (TPS approved certification at Canada Post Corp.)

2003 – P.Eng, Professional Engineering Designation, PEO (Ontario)

2005 – Lean Sigma Certification (LSS approved certification at Canada Post Corp.)

2011 – Lean in Health Care, University of Michigan

2013 – 6 Sigma Black Belt, University of Wisconsin - Milwaukee

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