Daniel Telatko

Founded an Advisory firm to support post COVID-19 supply chain restructuring through direct advisory/analytical services and topical blogs. Advanced analytics and proprietary algorithms are leveraged to enable clients to realise benefits beyond what is possible with traditional approaches.

Lead business development, client relationships, project delivery, and practice growth as part of the Supply Chain and Procurement practice.

Network optimisation for a large fertiliser manufacturer:

• Built a comprehensive network optimisation model in Supply Chain Guru (formerly Llamasoft) along with multiple variants and optimisation scenarios.
• Built a financial model which laid out the tax effective net present value (NPV) results, inclusive of the expansion capital required, for each modelled scenario.
• Built the network expansion business case to be presented to the board of directors.

Supported a pet food manufacturer to identify and implement gaps in their manufacturing strategy:

• Designed a smart energy solution enabling AI driven analytics to identify cost improvement opportunities for high consumption machinery and equipment.
• Leveraged energy submeter information to develop a predictive maintenance program for key pieces of equipment.
• Established an Integrated Business Planning program.
• Advised on key network consolidation scenarios to optimise overhead absorption.

Directed all distribution activity for 5 distribution centres including all international and domestic inbound and outbound transportation as well as order fulfillment within each distribution centre for this highly regulated FMCG organisation.

Startup, develop, and lead Global Sourcing Advisory practice leveraging big data analytics platform.

Led the development of Data Driven Sourcing leveraging big data analytics, machine learning, natural language processing, and proprietary algorithms combined with traditional strategic sourcing:

• To create a differentiated approach enabling clients to realise incremental cost saving benefits vis à vis traditional strategic sourcing in an expedited fashion.
• Developed the global methodology and go to market approach.
• Hired, trained and scaled teams in the U.S., Mexico and Australia.
• Enabled Data Driven Sourcing methodology for Australian clients which led to 50% growth in 2018, opened an office in Perth, as well as significant growth in Sydney with a pipeline of business that led to 100% growth in the 2019 calendar year.

Sold and led a multi-year procurement transformation program with a global leader in the mining industry:

• Leveraged Data Driven Sourcing/strategic sourcing to identify $44M AUD and realise $33M AUD savings.

Sold and led a multi-year transformation sourcing program to a leading retailer in Mexico:

• Assisted a client in developing category strategies and enabling their category leaders with Data Driven Sourcing.

Led supply chain and operations for the Consumer and Commercial Solutions division which comprised roughly $2.5B USD (~$4B AUD) in turnover and 2,800 supply chain and operations employees across 7 manufacturing locations, 7 primary distribution centres, and multiple 3PLs.

Led the post-merger supply chain integration of Rubbermaid Commercial Products, Rubbermaid Consumer Products, Quickie, and MAPA as part of divisional realignment following the acquisition of Jarden Brands:

• Restructured the Demand and Supply Planning functions across legacy Newell and Jarden businesses to operate under a single divisional structure in parallel with an ongoing SAP/APO implementation with the newly acquired business units to achieve a single instance across the division. This yielded over $20M USD in synergy savings.
• Led supplier negotiations and approved sourcing efforts to achieve $13M USD of sourcing synergy savings.

Improved supply chain efficiency and capabilities through footprint and technology redesign:

• Transitioned legacy S&OP into a robust Integrated Business Planning (IBP) system leading to a predicable end to end supply chain and transparency from the CEO through to the commercial and finance team.
• Delivered 17 days on hand (24%) global inventory reduction through cycle time enhancements, supplier lead time reductions, and leveraging safety stock reduction algorithms integrated into SAP.
• Directed operational program improvements at the largest distribution centre enabling 14% capacity gain.
• Achieved $6M USD annual savings by relocating a decorative refuse metal manufacturing site to a greenfield operation and leveraging state of the art manufacturing and finishing technology.
• Implemented state-of-the-art moulding technology for high pressure injection moulding machines that improved cycle time by 20%, delivered $5M USD annualised savings and enabled greater agility.
• Delivered a 25% reduction in energy costs by implementing an AI driven system which took information from machine submeters and identified cost improvement opportunities.
• Opened a new yarn manufacturing facility in textile operations providing a 5% uplift to overall equipment effectiveness (OEE) and saving $1.5M USD annually.
• Closed an injection mould and cleaning operation in Brazil, relocating assets to primary molding facility in Winchester, VA, USA.

Partnered with the Development organisation from concept-to-production and launched 10 new products, with another 25 planned in the pipeline to add $25M USD of incremental annual revenue.

Became a charter member of the Supply Chain practice in 2008 and played a key role in the growth during tenure, including business development yielding $7M USD annually. Consistently rated as significantly exceeding expectations and was in the promotion cycle for Partner/Principal before accepting a new executive role in industry.

Co-led the effort to startup the Advisory supply chain offering within the firm to focus on the end-to-end supply chain driving growth to 250 practitioners prior to leaving the firm:

• Led supply chain recruiting for University of Tennessee (last 4 years) – ~15 people joined.
• Sold and led a multi-phased and multi-year working capital transformation program for a major branded pharmaceutical company that identified over $2B USD and implemented over $1.5B USD in working capital reductions across inventory, accountsreceivable and accounts payable.
• Sold and led an end-to-end supply chain assessment with a major Chinese automobile original equipment manufacturer (OEM) and identified $10M USD of savings in manufacturing and distribution as well as 20M USD working capital savings in Plan.
• Reduced inventory shrinkage by $3M USD (70% of all shrinkage) for the Asian operations of a major tier 1 automotive supplier by identifying key gaps in inventory management processes and distribution efficiency.

Led the development of the firm’s Global Procurement Transformation methodology and the associated training program. This became the standard for EY’s point of view and delivery methodology on Procurement:

• Directed the product development, acquired the funding, and obtained the IT support to establish the toolkit, including spend cube, spend analysis, execution playbooks, dashboard and benchmarks.
• Organized all training sessions for the practice as the head trainer.
• Exclusively managed the strategic supply chain relationships for multiple clients including a major branded pharmaceutical company, a major generic pharmaceutical company and a $36B USD global tier 1 automotive company.
• Led the manufacturing portion of a Cost to Serve project for a leading pharma that yielded $25M USD of annualized savings by improving product routings, standardising bills of materials and implementing leading practices.

Advised and supported an FMCG client with global procurement initiatives.

• Conducted an end-to-end procurement engagement to transition to an alternative gas cylinder supplier and achieved $10M USD of cost avoidance.
• Moved the entire pliers category (forgings, broaching and assembly) to an alternate source of supply and achieved $7M USD of cost savings.

Led all operational, supply chain, logistics, technical, sales, marketing, finance and administrative functions for highly regulated high-pressure gas manifolds and acetylene manufacturing equipment. Designed and implemented robust supply chain and procurement systems driving significant operational and cost enhancements.

Progressive leadership advancement starting in Quality Assurance through Supply Chain and Operations leadership. Led and transformed supply chains for 3 diversified and highly regulated sites: Natural Gas Meter/Regulators fabrication and assembly, Unattended Point of Sale (POS) equipment assembly (electromechanical) and Credit Card/Smart Card printing and fabrication.

• Led profitability turnaround at Gas Division through implementation of Lean manufacturing principles and strong focus on sourcing relationships.
• Restored profitability to Unattended POS Division through the successful implementation of strategic sourcing initiatives.