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2015 Fall Conference - Poster Competition


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Poster Competition Winners

Student Participants

Akshit Bajpai – MBA 2016

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Overview of internship:

Company of Internship: Techshot Lighting, LLC

Company Information: An offshoot of Techshot Inc., Techshot Lighting is an effort of Techshot to go in manufacturing for in-house developed products. The first of such products is Shelter Light System for (mostly) military lights. 

I had three major responsibilities for my Internship:

  1. Develop an Export plan: Given the limited market scope of the lights, TSL wanted to look at foreign markets as potential areas for expansion. I was responsible for researching the various markets, getting a good fit of market and market entry strategy. Various factors we had to consider were the market size, active or potential military conflicts, relations and export volume with US, market entry rules etc. I am also working on setting up letters of credit, export framework, transportation framework etc.
  2. Financial Models: I worked on setting up a financial accounting model for TSL. That included predicting the revenue, working on the COGS, depreciation, expenses on labor and services, and working out the services strategy.
  3. Operations mapping: TSL was in infant stages of moving operations in-house. I was responsible for setting up the operations plan, associate requirements and process flow mapping. 

Gautam Shirish Hardikar – MBA/MSGSCM 2016

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Introduction: BASF India Limited, a leading provider of chemical solutions, relies heavily on import of products to meet its customer demand and currently faces a high annual cost of imports for its FCL and TANK shipments. This high cost stems from the fact that BASF faces a high variability in destination charges from the different shipping carriers it has contract with. Though BASF manages to significantly lower its freight and other transportation costs due to high product volume, it incurs high destination charges for receiving these shipments at destination ports. The recently implemented Direct Port Delivery (DPD) did lower the cost of unloading at destination but did not eliminate the high annual cost due to the variability in charges. BASF faces narrow margins and high operating costs for delivering its products and therefore it is very crucial for BASF to reduce its importing cost per shipment.

Analysis: BASF India imports almost 95% of their shipments from the Asia Pacific (Korea, China and Taiwan) and Europe regions (Germany, The Netherlands, Italy) and uses on average 10 different shipping liners along a given route. Analyzing and comparing the different cost headers for destination charges across these shipping liners, the optimal (cost effective) choice of carriers was established for each route. The move from current liner preference to the ideal one would ensure huge savings in the annual import costs. However, this approach had some disadvantages- Liners with lower destination charges may have higher freight and other charges Non-availability of ideal liners on required schedules.

Due to such feasibility issues, a more robust approach to standardize the destination charges was proposed. Each activity involved in receiving a shipment was identified and compared against industry standards and port rates. The standard cost for each activity was calculated by comparing the rate charged by each liner for that activity with the standard port rate and the lowest rate among the carrier. The potential savings were then calculated as the difference between current import-cost per shipment and the standard import-cost per shipment. Advantages of the proposed approach The new approach will help BASF better negotiate with liners to bring down their charges The standardization can provide immediate cost reduction benefits

Recommendation: While maximum savings can be achieved by shifting the current preference of liners to the ideal preference, the standardization of costs can provide more immediate benefits. Considering destination charges as one of the criteria during tender negotiation stage of liner selection would ensure BASF incurs lower total logistics cost BASF should start negotiating immediately with its current liners to align their costs with its standard costs BASF should ensure they gradually shift from the current preference on each route to the ideal preference.

Although this approach has a risk of losing some shipping partners, it can achieve annual potential savings of close to 25% and an improvement of close to 1-2% in the company’s bottom-line.


Gaurav Kumar – MSGSCM 2016

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Company: Cargill India
Project Title: Warehouse Design and Management at Cargill India
Cargill India is working on to setup a new corn milling plant in India. The Greenfield project includes the setup of production facility with a production capacity of 450 tons per day. As Cargill India has not worked with this product segment, the supply chain activities and warehouse functioning will be different than other plants of Cargill. The project is to design the warehouse layout to achieve the best space utilization, deciding on equipment and material flow structure, to design an efficiency tool to minimize the forklift movement and to make detailed standard operational processes and information flow diagrams for all the departments of the warehouse. The project intends to provide the supply chain solution for the warehouse function. The first step is to analyse various factors related to design and working procedure of warehouse to bring up the most feasible and efficient design. The various factors analysed included layout, material movement trajectory, rack design, equipment, loading & unloading bays and SKU rotation flow such as LIFO, FIFO. A matrix of different options is created and evaluated to come up with best design. The best mix of layout, trajectory and set of racks is selected to yield maximum space utilization (72% of floor area) and suits best to the product category. To further increase the efficiency of warehouse, with an objective of minimizing the forklift movement in the warehouse, a mathematical model is created for rack selection and palletization for every products and SKUs. The model which runs on data analytical tool opensolver, helps to save the total distance travelled by forklifts by more than 25 percent when compared to conventional palletization methods used by other Cargill India’ warehouses.. To use all the tools and system in place efficiently, this is very important that all the individuals associated understand and work towards the same goal. To ensure this, a detailed information and material flow chart and SOP is created for all the departments of warehouse


Pablo Martinez –MBA 2016

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Location: Miami International Airport area
EB Hotel Miami is the first U.S branch of Eurobuilding International Hotels from Venezuela. EB Hotel’s restaurant, Miranda, offers its guests an upscale food with a peculiar Latin twist that attracts customers from around the world. The restaurant is meant to offer a convenient food access given the few options available nearby. Additionally, summer season is known in Miami as the lowest one throughout the year. Hurricanes and endless rains keep travelers away from such location.

For this reason, hotels depend on distressed passengers during summer time to keep up with costs. For airlines, it is important to rely on a top quality hotel with as many services available as possible for their anxious customers. Miranda restaurant is struggling to face the unpredictable demand during night time where the kitchen must keep serving guests after regular working hours. Such situation leaded to the lowest occupancy level the hotel has ever had. The restaurant was running on 48% labor cost, 54% food cost and 25% beverage costs on average the past 12 months. After consulting with the management, I identified their target service level to be at 85% during regular operation, and 95% during the night shift plus lower costs in the F&B expenses. This required a careful circuit operation design, business structure design, servers training, implementation on the go, and recruiting that I successfully conducted allowing the Hotel to increase the occupancy rate from 45% to 97%, and to decrease to 28% food costs, 30% labor and 19.82% beverage costs. On top of that, the management increased the number of events sold per month, and closed a hefty $1.1MM contract with an U.S Government entity. Finally, the last month of my internship, Miranda Restaurant became the largest revenue contributor with a 28% of total revenue compared to the average 16% it had over the last 6 months.


Manish Kumar Singh -MBA/MSGSCM 2016

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This summer I interned with Tupperware pvt. Ltd., a manufacturer of home and kitchen products. My project scope included evaluation of current warehouse model, creation of new warehouse model post new tax structure implementation (Goods and Services tax), and transport network optimization. As part of study and analysis of current distribution network, on the basis of sales, latitude and longitude data of cities across the country, I calculated potential location of central warehouse and regional stock points using Weighted Average, Median Load, and Load and Distances methods. Then I rated locations obtained from different mathematical models based on rent, wage rates, labor pool, regulations, community etc. to find optimum location of central warehouse and regional stock points. My final recommendation included hub and spoke model with central warehouse, two regional stock points and two cross docking points. As part of new warehouse model post Goods and Services tax (GST),I analyzed the lead time of more than 100 cities from location of three central warehouse and calculated the percentage of cities can be reached in 2 to 3 days (agreed service level) and more than 3 days.

For transportation network model, I calculated the saving matrix to find routes with the maximum cost saving ,undertook cost analysis to determine if increasing warehouse size can reduce freight spends and wrote an SOP for benchmarking different transportation service providers.


Amy Wong – MBA 2017

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Position Title: Global Compensation Intern
Company: Oshkosh Corporation
Background: During my internship at Oshkosh Corporation as a Global Compensation Intern working in Human Resources, I was focused on preparing for a realignment of compensation. After a period without a formal compensation manager, the Sr. Global Compensation Manager and I were working evaluate the current strategy and compensation programs against the market. 
Objective: Cost-effectively gather compensation data from market data consulting organizations and by gathering company compensation data to participate in reports. 
Results: Was able to save the company thousands of dollars by gathering compensation data and reporting them to the consulting resources. Was also able to identify opportunities for data storing within the company and work with HRIS team and local HR Representatives to create a centralized data file for the purpose of data reporting.


Kaila Flanagan - UG 2017

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Over the summer, I worked as a BOLD Supply Chain Intern at Danaher in Chaska, Minnesota. My project was Reagent Raw Material Inventory Design. I split this overall project into five different projects where I touched 2605 parts, $700,000 worth:

  1. Supplier Stockroom Kanban System and 5S
  2. Label Room Kanban System and 5S
  3. Ambient Parts Min/Max
  4. Generic Chemicals Min/Max
  5. Remaining Reagent Raw Materials Min/Max
Impacts included:
  1. Inventory Reduction: $490,000
  2. ManHours: 128 (per week)
  3. Avg. material shortages for JOP: 16 first quarter, 6 after, reduce to 3 this year
  4. Eliminated 1 FTE
  5. Implemented VSM in stockroom

At the end of the day, I was able to reach more than my goal of $200,000 in inventory reduction with yearly projected savings of more than 1M.


Eric Mirro – UG 2016

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This past summer I worked for Haynes International, a company based in Kokomo, IN that produces and sells nickel- and cobalt-based alloys that are used for various applications in a variety of industries. I worked as a continuous improvement/quality engineer tasked with two projects, one of which was the primary objective of my internship and another project that I got in before I left. The first project focused on reducing grind line usage from coils that was costing the company $250,000 on average per year and the second project was a time study on plate saw value-added versus non-value added time. Both projects proved to be challenging, even more so since I had to relay the results of the projects back to the President and other executives in one presentation and the Vice President of Manufacturing and upper plant management in another. I used skills and knowledge from my first green belt project along with learning how to do a time study and consequent analysis. Overall, both proved to be successful and I know that the checklist that I developed as part of the solution for the first project is still in usage to this day.


Ravi Rajesvaran – UG 2015

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Project Title: Data Entry Process Improvement and Report Automation
Company: PricewaterhouseCoopers LLP, Chicago IL
Objective: Create a process to enter data into a database to automatically produce a client deliverable
Results: Improved data entry process that automatically creates dynamic client reports of engagement team members. 
Background: During my summer consulting internship, I was part of a large Anti-Money Laundering (AML) look back engagement for a Fortune 500 credit card client. Part of my responsibilities included maintaining a database containing robust information of active engagement team members to ensure that its information was current. I noticed an opportunity to improve the data entry process to maintain this database as a result of making several tedious manual changes. I decided to improve the data entry process for this database by utilizing simple Microsoft Excel macros to create a Data Entry Worksheet Form. Additionally, I automated the process of producing client reports of engagement team members based on this database utilizing Microsoft Excel arrays, lookup and reference as well as logical functions.


Christine Rasquinha – UG 2017

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Title: Client Market Growth and Diversification 
Company: Northwestern Mutual – Bellevue, Washington 
Objective: To provide financial security to a clientele base that includes families, local companies, business owners, and young adults 
At Northwestern Mutual, I worked as a Financial Representative serving the Greater Seattle Area. In order to decide on the individuals I wanted to reach out to, I first had to develop a possible clientele list of 200 individuals. This list was created through utilizing my natural market and contacting my prior internship location. By contacting them, I was able to expand my list to contain 50 + possible businesses that not only serve as possible clientele, but high quality referrals. From this list of 200 individuals, I reached out to 30 individuals a day, adding referrals to my list as I had meetings. Everyday, I would manage to set about 3 meetings a day and hold about 3 meetings a day. Within the first correspondence with every client, I had to build trust within a short hour through conversation and adding value on the knowledge I had. Through conducting a fact finding questionnaire, I pinpointed areas that might need attention financially based off an initial targeted discussion. Hearing the client’s story, I worked with the client to put together a financial plan that helped him/her quantify goals and measured the current status of those goals. After creating this plan, I explained how the plan helped the client meet goals and allowed him/her to take time to look over it and ask follow up questions. The result of this process allowed me to reach 15 closing meetings resulting in 3 sales, one of these being with a family, and two being with medium sized real estate firms.


Kelsey Starks – UG 2016

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This summer I interned at Hewlett-Packard in the Server Options division with the Smart Storage Product Management team. This team housed product managers responsible for server storage products such as hard drives, solid state drives, raid controllers and workload accelerators. The primary deliverable assigned to me was to perform a competitive analysis on product offerings, pricing, and positioning of our competitors’ products and analyze areas where we exceled and where we lacked.

The bulk of my time was spent meeting with experts and managers over each of the product categories, researching competitor offerings and pricing, and compiling all the data into spreadsheets to see how we compared to our competition. After analyzing my findings, I presented my conclusions in the form of an 80 slide deck distributed throughout the team, an executive summary presentation delivered to upper management, and a poster summarizing my project for the HP campus wide intern fair. These findings were then taken into consideration for future business portfolio decisions and my comprehensive slide deck is now used as a template for future updates on competitive outlooks.


Mengran (Becky) Xie – UG 2016

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By leveraging the supply chain professional knowledge, I successfully completed a summer internship at Sullair LLC at Michigan City. Sullair is the one of the world-leading manufacturers of air compressors and has been in the industries for 50 years. As a global supply chain intern, I found this experience very rewarding and challenging at the same time because I had the opportunity to meet industry professionals and therefore gained a lot of professional knowledge and exposures to different criterion of the industry that I otherwise would not have learned at college. Here are some of the projects that I was engaged in during the past summer: 

1. Steel Consolidation Project:
  a. Consolidated raw material usage from 26 strategic vendors and leveraged the aggregated demand, 7 million pounds of sheet metals, to negotiate collar-pricing contract with major steel distributors and selected strategic vendors. 
  b. Total approximate savings: $800,000.

2. Parker-Hannifin Quote Clean-up Project:
  a. Requested updated quotations of 1200 parts from Parker Hannifin (Fortune 500 company), which helped to reduce my co-workers workloads because they don’t have to submit workflows to administrative support personnel every time they see a discrepancy in pricing. 
  b. Total savings: $60,000.

3. Value-added Tank Models Paint Switching Project:
  a. Conducted due diligence on 20 value-added tank models that received the most customer complaints about wet paint. 
  b. Had face-to-face discussions with powder paint suppliers on pricing as well as long-term strategy in order to complete the switch from wet paint to powder paint.