Sales Service

Anand Singh 216-***-**** Page * of *

Anand Singh Cleveland, OH 216-***-****

******@*****.***

www.linkedin.com/in/anandrajsingh

SENIOR SERVICE OPERATIONS & STRATEGY LEADER

GLOBAL LOGISTICS – SUPPLY CHAIN – GENERAL MANAGEMENT Delivers Value through Continuous Improvement and Team Building EXECUTIVE SUMMARY:

Senior leader of cross-functional teams across multiple business innovation units (BIU) and global distribution centers. Supply chain professional adept at managing multi-million service revenue programs, end-to-end product lifecycle management, and complex multi-echelon inventory deployment.

Extensive experience in turning around/improving topline growth, bottom-line savings and service parts supply chains through data analytics, understanding of supply chain issues, and leading and coaching teams through change, continuous improvement, and team building.

Strategically grows organizations into best-in-class groups by operations excellence, rebuilding teams, reducing SG&A spend and inventory, boosting delivery lead-time and applying LEAN methodologies to cut non-value added processes. AREAS OF EXPERTISE:

Strategic Planning Purchasing Continuous Improvement 3PL Warehousing & Outsourcing Change Leadership Best Practice Sharing Managing Int’l Supply Chains Financial Planning & Budgeting LEAN Methodologies International Negotiations Team Building & Management Optimizing Transportation Network Building Organizations Inventory Optimization ERP/WMS/TMS Implementation Sales Inventory Operations Planning (SIOP) STRATEGIC PLANNING, PROGRAM MANAGEMENT, AND RESULTS:

Co-led design and implementation of global inventory breakthrough project along with colleagues from Europe and Asia that reduced inventory by 15% in global service parts.

Realized $1.2M YoY sustained savings model for new repairable parts inventory through implementation of collaborative planning, forecasting and replenishment model to effectively resolve delays in parts repairs and returns caused by chines customs and New-year holidays.

Led strategic analysis, proposal, negotiations, and selection of imaging systems upgrades and UPS power products for North America service operations division that generated incremental revenue to the tune to $3M in 2015 and expected to deliver $7M in 2016.

Implemented LEAN principles to effectively collaborate, coordinate and cooperate across the business lines and follow-up practices that reduced install-base downtime by 45% and allowed for 50% increase in volume without increasing costs.

Directed inventory management and dealer fill metrics for $251M in service parts business improving customer- facing metrics to best-in-class levels of 98.5% and improved inventory turns from 2 to 3 per annum in 14 months. LEADERSHIP EXPERIENCE & ACCOMPLISHMENTS

Philips Healthcare Cleveland, OH 2013 – Present

$31B in global sales in healthcare, lighting and consumer lifestyle. SR. PROGRAM MANAGER, Customer Service Operations (2015-Present) Scope of Authority: Five direct reports and annual operating plan (AOP) of $85M in revenue. Objectives: Hired to increase market penetration for service products in North America (NA) and build up processes/KPIs to support incremental revenue thru new product line expansion and improved customer satisfaction. Key Metrics: Program revenue growth, Multi-vendor business growth, Billable and contract revenue, Gross margin.

Responsible for $85M revenue generation thru marketing, sales and new product planning for the North America Service Operations. Formulate annual operating plan and allocate sales targets to zones in the US and Canada. Anand Singh 216-***-**** Page 2 of 3

Accomplishments:

Designed and administered KPI’s for customer support operations to implement S&OP model for the first time in NA service group.

Implemented technology upgrade sales plan to increase sales of imaging system upgrades into large customer accounts by streamlining existing B2B workflow model by leveraging CMS and VA mandates.

Co-led a mission and time critical DoD project to enhance power supply for imaging systems used by Navy in remote areas.

Led Kaizen to implement an end-to-end “Release to Revenue” strategy in NA service operations team.

Directed a QEK (Quick and Easy Kaizen) to reduce product delivery and installation time from 7 weeks to 2 weeks for a critical multi-vendor product used as cooling agent for MR magnets. Quicker turnaround improved system downtime for magnet related issues in MR systems by 70%.

Benchmarked and analyzed competitor offerings to enhance Philips service product portfolio strategy- added two new multi- vendors, adding 3 new products in Q4 2015, to increase contract penetration rate and new service revenue by $3M.

Redesigned and successfully launched the new field service engineer (FSE) special promotion incentive plan (SPIFF) in 2016, which increased participation and engagement by 21% to 87% YTD. SR. MANAGER GLOBAL SUPPLY CHAIN PLANNING, Service Parts Supply Chain (2013 – 2015) Scope of Authority: Eight direct reports and SG&A spend of $750,000. Objectives: Brought in to improve performance on inconsistent and below target customer-facing key metrics. Monthly receipts and inventory forecast were inaccurate, inventory was too high, and supplier on-time delivery was 61%. Key Metrics Network Fill, Facing Fill, New Product Fill, Backorder Lines, Backorder $, Backorder %, Inventory Turns, Supplier On-Time Delivery, Inventory as % of sales.

Responsible for $251M of service parts purchased for US, Europe and Asian markets, along with end of life inventory of $21M, including Cataloging, New Product Launch, Forecasting/Demand Planning, Procurement/Supply Planning, and Inventory Deployment across 90 forward stocking locations and 4 regional distribution centers (RDCs) across 90+ countries. Accomplishments:

Established project team to analyze new product fill by key markets using LEAN principles and implement recommendations, integrated new product purchasing/launch strategies that enhanced new part fill by 5% and maintained effectiveness among competitors.

Replaced four contractors with two full-time employees (FTEs) that reduced SG&A spend by $120K (15%) and improved operational efficiency.

Implemented flawless supplier collaboration program for top suppliers, responsible for 20% of volume and 80% impact to customer fill rate, in collaboration with global procurement team, BPO partner Accenture, and Q&R teams that increased supplier on-time delivery from 61% to 88% and secured reduction of 11% reduction in lead time and 63% in backorders.

Applied pull replenishment; designed & implemented global inventory management that reduced tubes inventory by €6M.

Co-led design and implementation of global inventory breakthrough program of end of life and obsolete parts, involving selling

€14M stock of parts in inventory to Key Markets in Europe, Russia and South America and avoided negative impact to P&L; model is currently being replicated by other business innovation units within Philips Healthcare.

Conducted analytics to identify fill loss, restructured inventory deployment, improved forecast accuracy, implemented SIOP and refocused team on proactively tracking low-stock to avoid stock-out of fast moving parts that collectively enhanced customer facing fill by 4%.

Cooper Tire & Rubber Co. Stow, OH 2011 – 2013

$3.5B in global sales of replacement tires for passenger cars, trucks, motorcycle and racing tires. SUPPLY CHAIN MANAGER, Performance/Off-road Tires

Scope of Authority: 11 direct reports with total team of 23, procurement budget of $25M, and warehouse spend of $7M. Oversaw logistics, procurement, and customer service operations for the performance tire division. Objectives: Hired to rebuild logistics and procurement organization (after loss of good talent due to economy) to support new product line and 25% demand increase on off-road tires. Delivery of finished goods to sales was inconsistent, and delivery of truck tires and wheels was <50% on-time.

Key Metrics: Inventory Dollars, Procurement savings, Transportation cost, Warehousing Cost, Supplier On-Time Delivery

Responsible for $80M of inventory for NA markets, along with logistics, Sales & Operations Planning (SIOP), New Product Launch, New Product Purchasing, Forecasting/Demand Planning, Procurement/Supply Planning, and Inventory Deployment across two NA Product Distribution Centers (PDCs). Anand Singh 216-***-**** Page 3 of 3

Accomplishments:

Implemented intra-company container space sharing that generated 3% savings in Third-Party Logistics (3PL) costs.

Developed master schedule for operations team in conjunction with sales and production control to determine efficient weekly/monthly production levels that improved on-time product delivery.

Executed balanced workload, structured delivery routes, Kaizens, and daily KPIs that reduced logistics delays by 35% while improving efficiency.

Championed implementation of world-class standardized inventory management, supplier asset optimization, warehouse consolidation and logistics practices which reduced inventory by $4M and warehouse rent by $350,000/year.

Supported key process improvement initiatives, including pull replenishment, and structured delivery routes.

Initiated inventory analysis, standardization of material planning best practices and inventory optimization.

Identified, bid, sourced and integrated new warehouse providers equipped with standardized processes and

Supported implementation of JDA Transportation Management system for management of freight in North America.

Smart Solutions Inc. Beachwood, OH 2009 – 2011

Privately held company providing government agencies flexible and low risk technology solutions. SR. BUSINESS CONSULTANT, Business Development & Project Management Scope of Authority: Manage outsourced software development projects for government agencies. Client retention and acquisition, esp. city municipals, legal firms, school districts, and regional transport departments. Objectives: Hired to grow document management, HR management software, and managed IT services business, while managing multiple software development projects in the US and India. Key Metrics: Project deliverable timeline, Sales Hit Rate (quotes vs. wins), and Customer Satisfaction

Responsible for new business development, client retention and project management. Accomplishments:

Led a cross-functional team in two large managed services IT project implementation generating fee in excess of $500,000/year.

Supported implementation of Microsoft CRM to track customer engagement, business intelligence on top sales leads.

Won three new customer contracts for HR management software worth $480,000. Monisha Marketing/Orissa Agency C&FA & 3PL Kolkata, INDIA 2000 – 2007 Privately held 3PL providing warehousing and logistics services to multi-national companies. LOGISTICS MANAGER

Scope of Authority: Three direct reports with total team of 15 and transportation spend of $3M. Objectives: Promoted to hire/build up logistics team to support insourcing of logistics activities from Schneider Logistics to CNH Industrial.

Key Metrics: Transportation Cost, Warehouse Cost and Floor Space Optimization

Responsible for inbound and outbound logistics and warehouse management for 3 CPG warehouses and 1 cold storage. Oversaw the maintenance and repairs of 16 company trucks that supported inventory distribution in districts. Accomplishments:

Handpicked by Con-Agra Food, in 2004, to undergo a four month certified training on supply chain optimization and S&OP.

Reduced transportation cost by 11%, coordinating with East coast independent truck owners association to establish new relationship to harness return freight management turn logistics. PROFESSIONAL DEVELOPMENT

Education: Master of Healthcare Leadership & Management (MHLM) Brown University Providence, RI Master of Business Administration (MBA) Case Western Reserve University Cleveland, OH Bachelor of Commerce (B.Com.) (Economics/Finance) Utkal University Bhubaneshwar, India Training: LEAN Royal Philips

Foreign Languages: Hindi (Fluent) Oriya (Fluent) Bengali (Fluent)

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