Jun 2023 – Oct 2025 · 2 yrs 4 mos · Bengaluru, Karnataka, India · On-site

• Lead TCOE consultant managing the direct procurement - RFX & tendering (OTR & ITO), transactional procurement, order fulfillment & invoice resolution, NCR monitoring & resolution for the client. Strategically led a portfolio of major projects in gas & power sector, ensuring alignment with customer expectations and company objectives resulting in 20% YoY growth in revenue. Increased customer satisfaction ratings by 15% through rigorous implementation of customer focused account planning - driving KPIs at L0, L1, L2 level, launching RFQ factory, standardizing processes across multiple project locations & verticals, laser focus on savings & OTD improvement, and governance rigor. Identified & secured 10+ new business opportunities within existing accounts by fostering strong relationships with stakeholders, supporting a 25% increase in account mining success rate.
• Driven lean initiatives on metric improvement projects, implementing smart expediting tool for buyers – bringing 25% reduction in expediting process, migrated DM from excel to smartsheet for real time data monitoring & dashboards, setting chatbot for supplier queries, automating PR to PO process with help of RPA & Gen AI– improving the productivity by 15% Established rigor DMS, structured PSRs, KAIZEN event with CFTs at the GENBA. Established the QDIP framework focusing on “Win for the day” for proactive identification of risks & placing counter measures which facilitated the client to win the Supply Chain Initiative Award at the world procurement awards 2024.
• Collaborating with suppliers to do Tail Spend Analytics with the right set of savings and negotiation levers. Achieved expected savings to 8% in leverage, 4% in strategic, and 2.5% in bottleneck category parts. SQM minimized risks & focusing on innovation to improve performance, quality and supply. Tying with Engineering, SQE, OM team for a transparent & quick resolution of SDRs and NCRs.

Apr 2021 – Feb 2022 · 10 mos · Jajpur, Odisha, India · On-site

• Lead Supply Chain manager overseeing budget preparation, capital shut down planning closely working with forecast numbers from Sales, CSP team & Operations & Finance team to prepare 3 months rolling production plan, share the RM plan with the Procurement team, container plan with the logistics. Order execution & preparing the LOB file for capacity planning. Presenting bi-weekly meetings on S&OP company performance to the leadership. Collaborate with the analytics team to produce and oversee the sales estimate from warehouses, which account for 35% of monthly sales.
• Served as a project manager to enhance service delivery with a focus on customer satisfaction to raise the SOB (share of business) of export segment by sharing container plan to Sales and Logistics and ensuring material availability as per schedule shared. Digital solutions were implemented to increase data tracking mechanism by indicating invoicing team to release OBD to optimize container loading. SOB was improved by 45%
• Started a daily review dashboard tracker across Q&A, PPC, CSP & Sales verticals for mapping inventory against planned & anticipated sales orders to regulate the amount of immovable inventory, which improved cash flow.
• Worked as a project manager on the lean project to improve OTIF. This required a detailed statistical analysis throughout the whole value chain. Understanding the production lines capacities batch wise, benchmark the optimum targets & scenarios, design campaign schedules accordingly with minimum change over & develop the optimum product mix. Tying it to planning for the process optimization. GEMBA was carried out post we targeted wastes – waiting, over production, inventory & motion. KANBAN was implemented where it was changed from push to pull system. As a result, LT was reduced by 9%, dispatches improved by 20%. Attacking wastes – over processing & defects in second phase we improved FPY by 4% taking. This all led to OTIF by 5% points to take into 93% + club.

Jul 2017 – Mar 2021 · 3 yrs 8 mos · Jajpur, Odisha, India · On-site

• Served as Lead Planner for all Finishing Lines (HRCTL, HRS, CRS, CRCTL, SPM & SGL) custom tailoring to meet customer requirements in strip or sheet form.
• Worked as a project manager to identify, monitor, and implement theory of constraints in entire Supply chain by successfully identifying bottlenecks. Transformed the order serviceability using concept of FIFO leading to reduction in aged order in pending order position by 40%. Brought special focus on inventory management classifying them into categories with ageing plan for disposition on unplanned inventory resulting lowering of unplanned and unallocated inventory by 50%.
• Worked on the project with CSP & Sales team to study, monitor and implement MTS & MTO concept. On the 1st phase 200 SKUs were identified as readily selling products & the Buffer penetration reports were created with the help of IT team giving a stage wise WIP & FG breakup. In the 2nd phase further 200 SKUs were added. This increased dispatch by 20% & improved working capital. Seeing the success of this model, we later implemented another 250 SKUs in WIP stage which needed one day processing by choosing service centers in 5 areas strategically close to the markets. By this way we brought the variations in the product closer to the customers & we could achieve delivery by 2 days. As of now 25% of the monthly dispatch is contributed through MTA model.
• Worked as a committee member of Special Finish segment. To understand the market, we explored the South India region visiting clients' factories who are in the business of Lift & Elevator segment. Worked closely with sales team in analyzing demand trends, R&D, Quality & Operations to stabilize the product the product, scheduling & planning for trials & getting the product accepted in the market. We had penetrated the new market segment & clocked dispatches around 300 tonnes monthly.

Jul 2016 – Jun 2017 · 11 mos · Jajpur, Odisha, India · On-site

• As a shift incharge of the Cold Rolling Mill division, had to effectively run rolling, anneling, pickling, SPM & TLL sections to meet production targets. Had been the SPOC to initiate predictive maintainace working with cross fuctional departments - maintaiance & planning. This helped in reduction of unplanned breakdowns & optimised productivity.
• Impletemented 5S on the shop floors, that helped us to target wastes, reduce it. Productivity was increased by 7%.