To grow the EPC business and valves business and take the company to the next level of excellence.

Projects handled:  Integrated single stream green field Fertilizer project at Durgapur, W.B. Naphtha Project with Fuel handling and dissemination capacity of 30 mn cubic meter at Durgapur, W.B. I had successfully achieved the following: Managed procurement of static, rotary, packages, mechanical, instrumentation,electrical and others worth USD 150 mn over 36 months. Extended Warranty of critical equipment by further 8 months due to controlled delay in plant commissioning.  Successfully managed transition of vendors from Essar Projects, the earlier EPC contractor to Matix despite huge outstanding. Handled Bulk purchases of hazardous and non hazardous items like Liquid Ammonia, Naphtha, HDPE/PP Bags, Urea, Steel Structural items for pre-engineered building, Zinc plates etc. Successfully initiated and executed contracts for services and materials.including Development, Evaluation, Negotiation and Execution and ensured visiblility and correct interpretation to support implementation

Projects Assigned:  Matix – 1.3 MMPTA single stream greenfield integrated Fertilizer Plant, Durgapur, W.B. Essar Power – Coal-based Power project at Mahan, M.P. Essar Steel – Plate Mill and Rolling Mill Project at Hazira, GujaratAchievements Limited the vendors claim on liquidated damage (LD) due to delayed pick up of the materials to 30% of the original claim amount and up to 2% of the purchase order value. Achieved cost saving of 15 % on equipment, 7% on pipes, 5% on fittings and 25% on valves purchases. 95% of the overall materials delivered on time and got 100% equipment delivered before time. Order values were maintained at budget or below the budget level. Cent percent of the Vendors were persuaded to follow difficult Quality Assurance Protocol (QAP) set by Inspection department inspite of severe cost implication to the vendor.  Expedited with vendors and tuned them to the dynamic project requirements.  Successfully developed procedures and implemented contract management and administration in compliance with company policy.

Worked as consultant of education and IT in Gujarat region.

Achievements Achieved the optimization of cash flow by increasing the average credit period from 59 days to 74 days.  Centrifuge capacity at sulfolene plant was enhanced to increase the production capacity by 25% with marginal increase in capital cost 20 new vendors added for better competition and quality competence. Worked out ABC classification and determined Economic Order Quantity (EOQ) for 1000 plus items. Reduced the inventory carrying cost by 50%

CMM level 5 and ISO 9001 certified company with operations in Singapore, UK, USA Canada and Australia. It is a well known company for its solutions in E- Governance, ERP, CRM, HR, solutions. It provides solutions for industry verticals in Hospital, Ports, Tourism, Manufacturing, Process, Petrochemicals and Pharmaceuticals areas.Achievements Introduced structured costing for the Software Projects to monitor and control costs and achieved transparency in the profit contribution project-wise leading to a saving of USD 1mn on project execution cost. Achieved saving of USD 500K through strategic procurement support.

A Kansai-Tata JV, a leading manufacturer of Industrial and decorative paints having 5 manufacturing facilities across India.Achievements Developed and implemented improved Material Handling System by reducing labor overheads by 8% amounting to USD 500 K on annualized basis.  Reduced the material wastages from spills from 5% to 0.5% giving a saving of USD 1mn over 2 years. Executed bulk purchases of paints, pigments and hazardous materials and resins for use in industrial and decorative paints.

The then second largest pharmaceutical company of India, manufacturing formulations, bulk drugs, vaccines tissue culture, veterinary products having operations in India, USA, CIS and Africa. Achievements Consolidated the procurement operations for 5 group companies and achieved financial goodness of USD 15 mn.  Created average 4 layers of the vendors for ensuring continuous supply of raw materials. Negotiated tight lead-times with vendors for delivery of capital equipment which led to reduction of the project execution time by 2 months. Negotiated freight rate below ongoing rates by 5% with KLM and Alitalia resulting in cost savings of USD 1 mn over 4 years. Created a single window system to integrate functions and achieved 10% saving on the material consumption losses. Designed Inventory control system using inventory control tools like EOQ, ABC and thus reducing the average inventory holding by 25%  Procured in bulk API from china and Italy and stock biotech material from Europe in container loads on monthly basis.  Executed exports to Europe and Middle East for the bi-tech products through air and Sea freight under controlled conditions by exercising regulatory requirements, CHA & customs, logistics, and controls. The size and frequency of exports was a million fully grown biotech stock material monthly for further multiplication. Contract initiation and development with the collaborating companies on fixed term and long term business.  Managed yearly approval of Input Output Norms with DGFT for exports and deemed export and filing of returns and to fulfill export obligations. Successfully managed logistic functions, negotiation with the transporters with good knowledge of global freight rates, C&F agents and time effective transport solutions and clearances.