- Minimizing inventory with an AI-enabled ERP
- Collaborating to reduce complexity and improve supplier performance
- Stimulating a culture of process innovation that reduces susceptibility to risk
- Discussing capacity management in the Digital Age: Continuous improvement and self-learning systems
Ramesh Chikkala
SVP, International Supply Chain & Food Manufacturing
Walmart
—
Spearheading the deployment of 5- to 10-year strategy and logistics infrastructure, while overseeing network plan and design, value engineering, logistics distribution, transportation, replenishment operational performance, profit and loss, KPI improvements, up-streaming, and end-to-end supply chain strategic direction of all employees, while monitoring food manufacturing operations throughout 60 plants across all countries.
Fulfillment of other key tasks including talent acquisition, development and succession planning, organization structuring, customer promise delivery, and stores service management
Identification of supply chain capacity needs and maintenance of accurate product flow at lowest cost by collaborating with merchants, suppliers, and stores.
Prompt delivery of all customer promises in eCommerce, new distribution and fulfillment center openings, capital expenditure (CapEx) management, technology innovation advancements, and productivity improvements across international markets.
Responsibility for annual profit and loss account and annual capital expenditure management.
Attainment of significant reduction in cost of goods sold and selling, general, and administrative expenses (SG&A) of enterprises, while improving the freshness of products through the execution of long-term strategies and optimization of operational performance and supply chain key performance indicators (KPIs).
