Aug 2014 – Feb 2015 · 6 mos · Gurgaon

•  At BIGM we are focusing on end to end companywide Lean transformation for Tier 1 and Tier 2 Companies. As a Head of Operations, I am responsible for winning and implementing various projects across Tier 1 and Tier 2 companies with the sector specialization for Automobile, Defence and Pharmaceutical.
•  These projects involves Strategic Planning, Lean Manufacturing, Human Resource Practices, ERP Implementations, Supply Chain and Logistics, Warehouse Management System, PS Implementation, Improving OEE, Implementing TPM etc.

Dec 2013 – Present · 12 yrs 3 mos · Gurugram, Haryana, India

Dec 2012 – Dec 2013 · 1 yr · Gurugram, Haryana, India

•  Completely responsible for starting up a new delivery Vertical called Recruitment Process Outsourcing-Supply Chain.
•  Instrumental in formulating business objectives and strategic KPIs for meeting company’s objective and strategy.
•  Formulated Balance Score Card(BSC) of departments for meeting the vertical objectives. Designing KPIs to the team level to achieve the BSC target. Guiding and mentoring team for development and problem solving.
•  Systematic and strategic in creating channel partner’s Knowledge base, Process Establishment, Commercial Documents, Price Modelling, Negotiation Skills, and Contract Settlement.
•  Responsible for complete P&L for my vertical with the focus on TOP Line, Bottom Line and Gross Margins.
•  Capex and Opex Control
• Budgeting of Capex and Opex Requirements.
• Planning and allocation of Capex as per the Budgeted projects.
• Cost Control of Capex and Opex. Monitoring and control of Cost and Time Over runs.
•  Building Four COEs (Centre of Excellence)
• B.F.S.I(Banking, Financial Services and Insurance)
• I.T.E.S(IT Enabled Services)
• Automobile
• Manufacturing.
•  Developed base of 200 Nos of dedicated Channel Partners in just 8 Months on Pan India basis.
•  Four step strategy for developing Channel Partner base(Identification-Empanelment-Engagement-Development)
•  Played key role in bringing retail kind of experience to customer in recruitment industry by opening retail stores.

Mar 2011 – Dec 2012 · 1 yr 9 mos · Gurugram, Haryana, India

• Implemented SAP R/3 ECC-6 as well as B.P.R activities in Mahle Filter Systems (India) Ltd. for all five plants and Aftermarket (including 17 C&FAs).Resulted in Key benefits in following area.
• Enhanced Logistics arrangements by consolidating four different supply chains to one by changing warehouse location based on optimization technique, VMI, Consignment Stocks, Supplier hub, Milk Run, Consolidation and changes in Packaging sizes to reduce dead stock at different warehouse for making it more responsive to customer demand and thus reduce lead times and cost (Approximately Saving of 8 million in three months).
• Implemented innovative methods and WMS such as Layout planning, rakings designing, VSM (value stream mapping), material flow designing to optimize space utilization and control inventory at C&FAs by Integrated multi shipments/day to various warehouses and customers.(Approximately 40 % increase in capacity with same space).
• Transformed forecasting and indenting methods to track customer demand more realistically and Introduced bar coding in customer discounting schemes faster payment to customer and better financial control.
• o All 500 numbers of distributors use to share order details on daily basis & real-time requirement from Market flow to SAP at C&FAs Levels without any manual updation by Mahle Filter Systems(India) Ltd. Members. It reduced multiple forecasting and bullweep effect from 3.5 to 1.5.
• Targeted Delivery service levels > 95% for Delivered Quantity and time for nearly 600 SKUs. Achieved Average Service level = 93% in 2011-12.
• Created new business opportunities in aftermarket for passenger car filters by doing market mapping, analysing sales trend and improving range of parts.Launched 45 New Products aftermarket in last 4 months.
• Formulated Innovative Continuous Cost Saving Framework based on Profit sharing with 4PL (KN) on WIN-WIN approach – In built cascading savings of 6-8 % Y-o-Y on approx. 18 Cr annual logistics values.

Jun 2004 – Mar 2010 · 5 yrs 9 mos

• Significant Highlights
• Efficiently planned, tracked and continuously enhanced the production performance in terms of employee's competency, productivity and product quality.
• Mentored a team of 6 members associated with Russian delegation to facilitate indigenize production of T-90S Article and to resolve product reliability issues faced by Army.
• Supervised the varied workforce of 210 to meet yearly production targets of Defence Weapons worth INR 6.7 billion.
• Enhanced the material and process flow and formulated fool proof manufacturing instructions to increase quality and reduce cycle time by 25% for manufacturing of Large Caliber Tank Gun.
• Spearheaded and led a Six Sigma Green Belt Team for projects to improve internal surface finish of large Calibre Tank Guns and thereafter reduced rejection and rework up to 40 %.
• Credited as Best Probationer of IOFS-2006 Batch and awarded with DGOF trophy by Honourable Defence Minister of INDIA Shri A.K. Antony.
• Secured First position in the order of merit and was awarded Indian Ordnance Factory Trophy at Defence Institute of Advanced Technology, Pune

Jul 2003 – May 2004 · 10 mos

• Significant Highlights
• Lucratively handled Operations and Vendor Development for Fully Built Vehicle Project.
• Credited for developing a Bus Body Builder Ashiyana under Fully Built Vehicle Project.