Arun Nath Email & Phone Number

Toronto, Canada Area

Toronto, Canada Area

• Managing General Purchasing and Line/Heavy Purchasing groups• Managing Contracts• Managing Vendor Managed Inventory (VMI) program

Toronto, Canada Area

• Managed team of 4 senior buyers located in Calgary and Halifax• Led and managed the VMI contracts enabling automated procurement resulting in recurring cost savings for Jazz.• Integrated and streamlined Stocking levels for the VMI program leading to improved operational performance and reduction of inventory level and holding costs. • Modeled and implemented a comprehensive and robust monthly Metrics package for the Purchasing Group, thus helping in optimizing and prioritizing resources within the group to achieve maximum value add for each team member and improving vendor management• Initiated and implemented a standardized accountability metrics template for each team member to monitor their progress on operational activities improving productivity

Toronto, Canada Area

• Managing the implementation of the New Ranking System for the province of Ontario • Engaging with the market leader – ‘Virtual Reality’, contracted for application development, to ensure incorporation and roll-out of the ranking model • Initiating meetings and discussions with Tennis Canada management to strategize for implementation at the Provincial Level

Toronto, Canada Area

• Designed and developed a New Ranking Model, which has been selected for implementation at the provincial level for Ontario and is under consideration for implementation at the national level. This new model incorporates the best industry practices followed by ITF (International Tennis Federation) , USTA (US Tennis Association) , ETF(European Tennis Federation) and Tennis Australia. • Organized and managed Ontario Provincials 2012• Managed more than 35 professional tournaments contributing to player rankings for nationals selection for the top 8 players in each age category

New Delhi Area, India

• Managed a team of 25 responsible for the reservation system and the airline control system• Reduced cost to company through automation and initiatives resulting in savings of $5 M per annum. Performed extensive risk analysis and implemented disaster recovery strategies to minimize revenue loss due to product unavailability from $35 M to $2.5 M per incident by reducing system downtime from 8hours to 30 minutes• Administered Performance Monitoring of the Reservation System leading to an improvement of 30% in enforcing vendor SLAs• Set protocols for effective communication between Airports / City Booking offices and Headquarters for round the clock service availability • Managed interfacing between Internal Operations Department and Vendors to ensure 24x7 product availability• Initiated and implemented extensive in-house, offsite and online training programs to improve employee productivity by 20%• Integrated new solutions with existing systems to minimize training requirements for internal users eliminating external training costs of about $200,000 per solution

New Delhi, India

• Implemented and maintained online systems used by three verticals of the organization - Stores (procurement & material management), Engineering (aircraft maintenance) and Finance - for managing aircraft inventory worth $900 M • Engaged with government ministries, partner airlines, global distribution service providers (Sabre, Amadeus, Galileo, etc.) and cross-functional departments within Air India to understand and automate reporting processes. This reduced data gathering/analysis time by 85%, saving USD$1.5 M per annum in labor costs• Planned and performed the annual close of inventory for disposal of surplus inventory to generate revenue ranging between $2 M and $5 M per annum• Modeled and implemented strategies to fine tune domain functions leading to a custom fit for Air India’s Business model• Integrated and streamlined maintenance and inventory control systems to keep software/hardware costs to a minimum

New Delhi Area, India

• Automated and managed the entire training portfolio at Air India• Served as single point of contact between universities and Air India to manage internship programs for > 500 interns per year, including trainee induction, internal deployment, security clearance, coaching and mentoring • Pioneered the automation of the internship process to enable more efficient and effective administration and management, by recruiting and engaging a team of 12 to create and implement this system

Masters Of Business Administration, General Management

Activities and Societies: Supply Chain Club, Healthcare and Biotechnology Club, Case Analysis Club, South Asian Business Community.

B.Tech, Computer Engineering

Activities and Societies: Tennis Club , Rotaract Club , Spic Macay Club Bachellor of Engineering