Paul Granadillo

• Leading multi-functional program office to develop and execute the commercialization activities for mRNA-4157 (individualized neoantigen therapy) including late stage process design, manufacturing equipment design, facility construction and qualification, regulatory submission strategy, supply chain design, digital integration, robotics / automation design and implementation.
• Driving long range strategic plan for manufacturing capabilities, capacities, and global expansion within INT business unit.
• Responsible for operational excellence program across current state clinical manufacturing and future state commercialization design for lean manufacturing (COGm and needle-to-needle turnaround time focus).
• Chief of Staff responsibilities for Head, INT Manufacturing including lead team facilitation, strategy implementation, and driving functional governance.

• Built supply chain from 17 to over 200 staff members tasked with handling materials management, global planning, data and analytics, purchasing, global logistics, and customer service duties. Evolved organization structure through multiple maturity points in rapid expansion.
• Established supply chain strategy for commercialization and lead supply chain transformation from a private, phase-1 clinical development company to a public, commercialized, global biotech manufacturer with 10+ manufacturing sites supplying 70+ markets.
• Lead Moderna’s supply chain through the COVID-19 development, material sourcing, scale-up, coordination with Opeation Warp Speed, commercialization, and mass production. Moderna rapidly established internal production, contract manufacturing, and third-party logistics capabilities to meet pandemic requirements. Moderna distributed more than 1,5B COVID-19 vaccine doses globally from 2020-2022.
• Lead business process design and implementation of new SAP S4-Hana ERP system.

• Responsible for all supply chain activities in Cluster EETIA (Eastern Europe, Turkey, India, and Africa), Regional MRPII Class A lead.
• Responsible for long term demand planning global process, GSK OTC JV global supply, MRPII Class A global supply planning work stream, global dependent demand management, global brand supply planning and planning parameters, supply escalation and allocation management, drug substance hub inventory management and operational planning
• Supply planning leader on task force to redesign organization and processes for global end-to-end planning organization of 100 planners and brand leaders across 3 commercial divisions and 6 technology platforms reporting to Global Head of Supply Chain.
• Functionally managed 9 site supply chain heads across 7 countries in regional cluster (6 multi-market sites, 3 local market sites). Solids manufacturing sites in Romania, Russia, Turkey, India, Egypt, Algeria, and South Africa.
• Drove implementation of MRPII Class A implementation and sustainment across 6 multi-market supply sites
• Led global supply network planners to ensure alignment in demand and supply plans in decoupled production models ensuring demand propagation and on-time delivery improvement from 45% to 90%
• Led supply chain activities for the consumer health division joint venture change. Global Supply Chain representative on external joint management team.
• Implemented re-design of Global Supply Network Planning – designed standard roles and responsibilities, brand segmentation guidelines, and standardized process cycles and governance
• Responsible for the propagation of all dependent demands for the generation of the Long Term Demand and Capacity Planning process (LTDCP). Member of the LTDCP Leadership Team.

• Implemented re-organization of supply chain management at site – including centralizing production planning and standardizing processes
• Designed team based structure within supply chain organization to improve collaboration, support, and back-up capabilities. Created work stream governance and ownership for each critical activity within the supply chain organization. Aligned annual objectives to work streams to ensure accountability, set expectations, and improve performance management documentation.
• Drove NOSSCE (MRPII Class A) implementation at site. Led transition of Excel based production and materials planning to SAP based planning. Improving OTIF from 50% to 80% and master schedule performance from 40% to 70% in 9 months.

• Responsible for shop floor control, master scheduling, customer service, master data, continuous improvement, new products launch, and sourcing manager
• Significantly improved and sustained high customer service level performance (PFR) from low 30s to high mid 90s - during the remediation of the FDA Warning Letter at Broomfield site. Performance has been sustained in mid 90s.
• Implemented basic supply chain building block processes such as demand consolidation, S&OPs, MPS, CRP and Shop floor control.
• Designed and implemented finite scheduling tools improving shop floor control and execution to production plans
• Implemented Rhythm Wheel methodology for master scheduling improving master schedule stability, conformance, and reducing resource constraints
• Developed bill-of-materials and routing review to identify data quality errors to reduce material waste, expediting of orders, and improve customer service

• Supply chain process leader, new products launch manager, continuous improvement leader, and data analyst
• Material requirements planning process leader, production planner, purchasing agent, and data analyst
• Leadership responsibility for managing the implementation for Lean Six Sigma projects across manufacturing operations. Delivered average savings of $3 million dollars per year.
• Operation associate for Duloxetine Spray Coating Team in Dry Products Quality Manufacturing, led Green Belt projects and represented process team in capacity requirements planning for site.