Yatish Desai | KPMG | US
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Yatish Desai

Managing Director

KPMG in the U.S.

Yatish is a Managing Director in KPMG’s Advisory Services focused on Strategy and Operations management consulting. He has deep experience with competitive strategy, business transformation, operational design and process improvements and brings 20+ years of industry and consulting experience. Yatish also serves as US Lead for Distribution and Logistics service.

Professional and Industry Experience

Yatish is a global supply chain strategist and practitioner delivering performance excellence in organizational, operational and financial metrics. He has served as a project lead and subject matter professional on large global and complex transformational and turnaround initiatives to clients in operational business strategy development, design and execution, supply chain optimization, distribution/logistics management, business process improvements, portfolio and product cost optimization, manufacturing efficiency improvements and Lean Six Sigma implementations, procurement, quality assurance and business systems integration.

Business Transformation and Operations Strategy

  • Led the end-to-end supply chain transformation initiative for a global utility company identifying $250M Capex and Opex savings opportunity that spanned Procurement, Operations, Planning and Logistics to achieve integrated planning, synchronized execution and optimized sourcing.
  • Developed a unified operating model and multi-year transformation roadmap as part of a business integration strategy for a global Tier 1 automotive supplier identifying $150M cost synergy optimization to achieve Operational Excellence through platform standardization, process and product innovation, and direct material, overhead and logistics spend
  • Developed and implemented operations and supply chain strategy that included $10M capacity infrastructure expansion and optimizing $15M of procurement and labor spend for industrial operations. Successfully executed major capital improvements with state-of-the-art technologies without impacting production and customer orders
  • Developed manufacturing and distribution strategy for a global industrial HVAC manufacturer to help drive synergies with $1.5B acquisition to optimize operational costs, reduce manufacturing complexity, align capacity for current and future demand growth and rationalize the supply chain footprint to reduce cost-to-serve
  • Led the business transformation to develop a Global Quality Operations Center of Excellence utilizing KPMG’s Private Equity (PE) Lens methodology to identify $100M operational opportunities, define future state processes, design target operating models, and develop organization design for a Fortune 200 global medical device and diagnostics company
  • Successfully led engagement on providing strategic advice on Operations Transformation strategy for $1.2B leading automotive parts re-manufacturer to optimize supply, manufacturing and distribution footprint; identify operational process improvements; improve customer service levels; perform competitive comparator and strategic scenario analysis and develop transformation roadmap to deliver $150M operating cost savings over a 5-year horizon
  • Conducted global distribution strategy assessment and development of distribution operating model strategic options to reduce cost-to-serve, finished goods inventory and improve customer service levels for $4B global medical diagnostics company helping identify $15M of annual savings from affiliate warehouses rationalization
  • Developed and designed a global supply chain risk management program for a $24B Fortune 200 quick-food service restaurants company as part of their Enterprise Operations strategy that entailed development of risk strategy, prioritization and selection framework, development of mitigation strategies and target operating model (Plan, Build, Deploy and Monitor) for strategic global risks
  • Led Enterprise Process Transformation strategy and development of target operating models through SAP ERP technology enablement planning efforts to drive synergies and standardization across siloed business units and disparate technology systems for a $44B Fortune100 agriculture and energy company
  • Developed an Integrated Business Planning framework and strategy for a global leader in smart networking solutions company to incorporate strategic planning, financial and management reporting with financial forecasting and sales and operations planning processes together with Oracle Hyperion system to standardize processes across businesses to improve forecast accuracies, improve revenue recognition, manage inventory and customer service levels

Operations Improvement and Process Re-engineering

  • Served as an Interim VP of Supply Chain Planning for a $2B global CPG company managing the development of supply plans that meet/exceed customer service, inventory, resource utilization, and cost objectives while effectively managing production assets and addressed critical supply shortages encompassing $400M in annual revenue in a complex multi-plant supply environment
  • Led development and redesign of production planning, master scheduling and capacity planning process for a large engineered materials manufacturing company to increase customer order visibility, improve planning horizon and generate material/capacity feasible plans to execute planning and scheduling activities at their largest production facility
  • Designed and implemented Raw Material Procurement reconciliation process with MRP and supplier systems to address critical shortages of $600M purchases by developing supply issue identification and problem solving economic framework addressing critical supply shortages
  • Led and rolled out an enterprise wide service improvement platform for a $2B global transportation services company, implementing Total Preventive Maintenance (TPM) and service improvement program to reduce service parts inventory by 15%, increase service uptime by 20%, and increase overall asset utilization rates
  • Designed and conducted internal and supply chain operational readiness for developmental and full run-rate production planning and execution for Tier 1 aerospace supplier identifying $65M of cost recovery opportunities
  • Successfully implemented business and technology improvements with improved business intelligence analytics for key supply chain process performance management systems to reduce finished goods inventory, fill rate, schedule attainment and forecast accuracy distressed inventory write-offs and inventory storage costs to yield recurring $2M savings integrating SAP, Manugistics and DataMart platforms for a $13B Fortune 200 global Consumer Goods company
  • Implemented a robust monthly Sales and Operations Planning (S&OP) process to define the monthly demand forecasting process and integration points to the supply organization. Implementation included development of key reports, templates and metrics required to balance ongoing supply/demand challenges, and included definition of key roles and responsibilities to manage the process
  • Led enterprise-wide design and implementation of ISO 9001 quality management systems. Drove continuous improvement efforts that addressed employee training, process standardization, risk management and control, SOPs and adoption of performance dashboards yielding 30% increase in productivity and 20% improvement in profitability
  • Implemented Six Sigma practices and methodologies to streamline business processes through production standards management, facility management and process waste improvement. This resulted with manufacturing supporting 40% higher revenues with 30% fewer people and increased customer satisfaction from 45% to 85%

Sales & Marketing

  • Spearheaded strategic business planning and marketing initiatives resulting in development of multi-generational business platforms for consumer electronics and white goods market, achieving profitable 16% revenue growth
  • Developed compelling value proposition, identified new business opportunities and executed on sales and marketing plans, successfully launching new innovative product solutions in Consumer Electronics and Appliance markets and establishing new channels to market

Product Development

  • Led $50M global strategic business growth initiatives portfolio for commercial launch of new products in automotive, medical device, consumer appliance and electronics market
  • Championed product lifecycle management using Stage Gate process and integrating Voice of Customer through Design for Six Sigma (DfSS) methodologies. Designed and implemented a consultative business solution model that resulted in strategic customer segmentation, delivering innovative products by increasing speed-to-market by 20% and reducing product development costs by 10%

Education and qualifications

  • MBA, Case Western Reserve University

  • MS, Case Western Reserve University

  • BS, Indian Institute of Technology

  • Lean Six Sigma certified

  • Design for Six Sigma (DfSS) certified

Accreditation

  • Yatish is a member of the Operations Advisory practice specializing in Operations Strategy development and execution, Process Improvement, Supply Chain Optimization and implementation of complex transformation programs.

Publications and Speaking Engagements

  • Presented KPMG’s annual report on “Global Manufacturing Outlook” and facilitated an executive panel discussion on emerging issues on supply chain at KPMG co-sponsored event with Case Western Reserve University Weatherhead School of Management and Nestle in October 2013

  • Authored a white paper “Drive Supply Chain Excellence Through Performance Metrics” and published in Inside Supply Management (ISM) publication Jan 2012 issue

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