Gp Singh Email & Phone Number

Delhi, India

Delhi, India

Engaging with OEMs & Aspiring Start ups as hands on (extended Top Management Team) knowledge partners to meet Organisation's growth & efficiency aspirations. Refer www.whetstone.biz for more details.

Faridabad, Haryana, India

Post success in concept selling, there was need to introduce innovative strategies in all Sales Verticals for continued Sales growth through frontline Dealers. Made structural changes like Sales efforts linked dealer payout, reward and recognition based on Dealer Lead and Lag indicators, frugal and wider sales reach through low cost outlets, process for dealer selection and termination, monthly Balance score card for identifying areas of improvement, Structured dealer business review engagements and lots more..During this Covid19 crisis, Opted for VRS on 20th May20 ( 6 months notice) and looking forward to engaging in suitable assignment to disseminate my learnings in growth of my future organisation.

Faridabad, Haryana, India

This Business head role involved concept selling of machines which were not regular selling and established products like excavators and backhoes.Conceptualized, developed and implemented strategies to achieve more than 200% growth.

New Delhi Area, India

Rupee devaluation created better opportunity to serve overseas markets from India. In order to provide focus and support to JCBI Machines export program, new position of Machines exports Head created and self was chosen to spearhead this program along with existing responsibility of Parts & Lubricants business.Developed and implemented aggressive strategy to increase machine exports by 5 times within 2 years. With stabilization of export program strategy, systems and processes and increased focus on revenue from Parts & Lubricants, machine exports responsibility was given back to machines sales function.Subsequently full time engagement with Parts & Lubricants business.Developed and implemented strategic programs to increase retails in subdued market conditions.Exhibited quantum growth(>20% yoy) in both top and bottom line inspite market(machine utilization) being down by 50%.Besides Construction, JCB India has also forayed in Material Handling machines which involves concept selling and developing market which will use special utility or high reach material handling machines. To develop this market, there is need for structured and innovative concept selling.Post putting Parts and Lubricants business on auto mode which generates more than 25% of total revenue for JCB India, would be spearheading this challenging and exciting role effective 1st Jan 2018.With this change of role, besides experience of Business Head (P&L level) for more than 9 yrs, would be adding market development and concept selling in my experience checklist of operations (Assembly shop & Paint Shop), Purchase, Supplier development, ERP and Business Head.

Delhi

Responsible for delivering 25% plus growth in present low sentiments market coupled with challenges of counterfeit competition, dealers and suppliers apprehensive on investments, customers apprehensive on spending…Achieved and achieving yoy growth with surprising numbers though various initiatives* and Tanto (Brick by brick) approach in key focus areas.* - Differential pricing as per market expectations- Identifying and creating new revenue streams/verticals considering product life cycle- Ring fencing spurious players and freelancers- Anti counterfeit drive at strategic locations- Increasing reach - Increasing captive business- Loyalty programs- Direct and alternate sourcing- Induction of low cost suppliers Korea, China..- Structured frequent business review with Suppliers and Dealers- Benchmarking and Surveys - 3PL approach for non core areas- Cross functional participative employee engagement- lots more....Besides conventional business also spearheading initiative for doubling revenue to business through Royalty route.

Delhi India

Was responsible for all functions( Forecasting, Purchasing, Inventory Control, Operations, Sales & Marketing,Market development) in Parts Business. Also initiated and spearheaded Central Logistics function for overall improvement in Supply Chain for all the JCB Plants in India.

New Delhi Area, India

Was responsible for Parts purchasing, All India Logistics(outbound,inbound & inplant), All India Parts Operations and Warehousing, Imports and Projects.

Delhi India

Business review processInitiated practise of detailed* structured business review with owner & key executive of strategic suppliers. *JCB India roadmap for next 3 years, dependance & growth expectation, quality & systems expectation, expectations on specific deliverables.Supplier Strategy & Consolidation processIn Sep’02 JCB India had 210 suppliers and there was need to consolidate the supplier base as per business needs. Developed & implemented commodity wise strategy to consolidate and maximize on quality & cost reduction.CFT processInitiated & implemented process of cross functional inputs in finalizing, developing & upgrading suppliers. This was required to have involvement & buy-in from all functions of business to expedite development & resolution on quality issues.Stretched KRA processEnsured equitable & logical distribution of business targets to team members. These targets were stretched to the extent of 25% and were reviewed on monthly basis.SAP(ERP)implementation at JCB IndiaJCBI had challenge of implementing SAP within 6 months and with no additional resources. Entire senior management was scanned based on competencies to select project manager who could implement sap in 6 months. I was selected and implemented sap in exactly 6 months with lean part time team of 8 core team members. Was responsible for delivering sap in all seven modules - Sales Distribution, Production Planning, Materials Management, Quality management, Customer Support, Finance and Costing.Supplier Upgradation cellLead team of supplier upgradation engineers (SUE) to upgrade below average but strategic suppliers. Upgraded 16 such strategic but non performing suppliers in a span of 6 months.

Gurgaon, India

Managed more than 1100 component combinations from 65 vendors with team of 6 engineers. Was Responsible for overall commercial activities along with improvement in quality and cost by 30%. Had added responsibility of supplier base consolidation and improvement.key areas :• Vendor identification/selection and component development with focus on time bound development and target cost.• Monitoring of supply chain network spread across the country consisting of Tier I, II and III suppliers to ensure timely availability for Maruti's production line.• Finalization of technical specification of components.• Interaction with SMC, Japan for import of components not yet localized.• Monitoring of vendor imports.• Analysis and solving of quality and warranty problems.• Design of material handling systems at vendors' end as well as at Maruti.• Ensuring adherence to excise and tax related issues.• Inventory management and optimization.• Price Negotiations to meet specific cost reduction targets.• Cost reduction through value analysis-engineering, productivity improvements etc.• Close monitoring of vendor expansion projects and new projects for Maruti's requirement.• Guidance to vendors for achieving target price indicated by Maruti through detailed roadmaps.• Close interaction and guidance to vendors to analyze root cause of chronic quality/warranty problems and sustainable countermeasures.• Vendor consolidation for simpler logistics and to accrue benefits on account of better economies of scale. • Design and implement improvement program for vendors which include activities like linking vendors on internet, use of e commerce, use of bar coding, optimization of transport cost, training/awareness programs etc.

Gurgaon, India

Hands on experience in areas of supply chain, source development and cost reduction. Managed supplies with gradual inventory reduction and continuous cost savings. Achieved cost reductions through productivity increase and value engineering of components. Guided vendors to achieve 100-PPM rejection level through good process controls/systems and fool proofing at various stages of manufacturing.Key Achievements..• Introduced world class (Delphi Saginaw, Nippon Cables, Delphi Chassis etc.) second sources in high technology component areas (monopoly suppliers) like Drive Shafts, Shock Absorbers, and Control Cables etc. Introduction of these suppliers initially lead to cost increase for respective components. However, weighted savings of 9 crores were achieved through detailed cost reduction road maps over a span of five years. Introduction of these suppliers also lead to competitive quality and pricing in subsequent years since earlier there were only single sources in these high technology areas.• Optimized procurement Share of Business across vendors for improvement of quality index & cost reduction• Localized high technology components (Drive shafts, control cables, shock absorbers, radiators, air cleaners) effecting savings of 35 crores.• Motivated major outstation vendors to shift their production facilities near Maruti for sharing benefits arising out of sales tax savings and better logistics• Successful Y2K contingency planning for entire materials division.• Achieved annualized savings of Rs 700 Lacs through VAVE. • Introduced practice of second level volume discounts at vendors end such that vendors (tier 1) can take volume discounts from their suppliers (tier 2) and savings accrued can be passed on to Maruti. Major savings of 13 crores on account of CIF reduction from supplier of imported child parts for Drive Shafts.• Made 5 group of nearby vendors for component supply through MILK RUN system (optimization of transportation cost).

Gurgaon, India

Key Chievements....• Reduced average component inventory from 4 days to 1.5 days through PULL SYSTEM ( Electronic Nagare)• Developed ALERT SYSTEM for physical monitoring of component stock levels. Component shortage cases reduced from average of 12/14 per month to 2/3 per month• Introduced recirculating packing for 90% of components.• Coordinated cost reduction exercise for the entire materials division. Led to 5.9% reduction in annual buying.• Initiated concept of utilizing support staff for tackling issues like routine supply problems that were taking major portion of productive time of middle level executives in my team. This is now being followed in other Maruti Departments.• Global sourcing of components• Started training programs for cluster of vendors in manufacturing techniques(welding,tool maintenance etc) and other areas like benefits of low inventory, ,consolidation,GSCM,Value Engineering,e procurement etc.

Gurgaon, India

Hands on experience in production division.Took functional responsibility of shift in charge of Maruti paint shop during training period only. Managed and motivated a production work force of 112(workers and supervisors) for record production (210 vehicles against daily average of 170 vehicles that time)

Bachelor Of Technology (B.Tech.), Mechanical Engineering

Education record

Education record