Procurement Transformation

Responsible for managing end to end Source to Procure operations, Category Management functions, Management Reporting & Business Analytics for US based Food Major Managing a 100+ team comprising of 3 Managers, 6 Team Leads, Process Executives and Associates Procurement Operations in SAP MM and SRM 5.5 environment Successfully transitioned a complex on-site/off-shore/near-shore delivery model that was built on a “Procurement Transformation” solution Category Management enabling functions to support onsite Category managers in successfully achieving savings target for the past two years in a outcome based end to end Source to Procure Process

OPERATIONS MANAGER @ CAPGEMINI INDIA FOR CPG MAJOR AUG 2007–JAN 2010Responsible for Material Requirement Planning, Production Planning, Supply Planning, Demand Planning and Spend Management Managed a 40 member team comprising of 4 Team Leader, Process Executives and Process Associates Maintain Masters and Revise them basis complete sign off from buyers Provide clear link between Material availability and production plan and interface critical items Engage with suppliers to improve compliance in material deliveries Convert Price Change Proposal to vendor deliver schedule. Provide Inputs to production units on Material Availability to meet Production Plans Provide Inputs to production units on Material Availability to meet Production Plans Delivery Schedules to be released in Supplier Portal - Electronic PO Participate in meeting with stakeholders on critical loss with suppliers and provide inputs  Projected Stock Service Index & Delivered Material Availability Index Manage Supplier Net Portal which can provide Inventory of production units & Vendors, Requirement Schedule, Vendor Dispatch details, In transits and payment status Support Spend Management Portal for 26 countries which will provide purchase details with classification, price/volume trends and compare rates across vendors, countries and period Analyze buying pattern / sourcing cost analysis by buying category and vendor  Stock Analysis of slow/non-moving stocks across various locations and enable movement of stocks across locations for effective usage. Forecast unconstrained Demand Planning using sales history, statistical baseline and market inputs Supply Network Planning with optimum cost – SAP Advanced planning optimizer

Complete charge of warehouse operations, handling Rs. 1000 Crores sales, 6000T stock and 600 SKUs for Tamil Nadu and Pondicherry regions; report to Regional Logistics Manager Responsible for customer service, commercial control of sales and inventory, banking, cost effectiveness and industrial relationship for 4 JIT and 1 Buffer warehouses Manage a 200 member team comprising of Warehouse Manager, Shift in-charges, Planners, Distribution Supervisors and 100 laborers for 3 shifts In charge of negotiations for primary/secondary transport contracts, setting stock norms for Re-distribution Stockists (RS) in Chennai and executing service within stipulated delivery time Regularly interact with sales team and customers to facilitate invoicing, claims settlement, Continuous Replenishment System (CRS) and timely resolution of customer grievances/issues Responsible for controlling costs by implementing Cost Effectiveness Programs; also accountable for making payments to service providers within specified time periods Ensure customer delight by ensuring resolution of all customer queries within specified time – monitor team’s day to day activities and handle escalations when requiredPROJECTS Held independent charge of special project of migration from conventional warehouse to modernized warehouse with racking, pallets and Material Handling Equipments With scarcity in expertise in the whole country for setting up logistics of a modern warehouse, succeeded in the above project by struggling, learning and evolving through the process Successfully handled smooth transition from convention to modern warehouse, managing construction, stocks movement, staff recruitment, systems setup and final operationalization Handled safety audits conducted by Shecon Inc for the first time at a HLL’s mechanized warehouse – setup entire process in line with audit requirements and attained good score

Planning Officer – Lakme brands 2000 – 2004 In charge of stock availability across 7 warehouses of southern region – generated Branch Sales Estimates for every Journey Cycle (JC) in liaison with Sales and Central Planning Teams Recognized as the Best Planner in Lakme Divisions across the country for problem solving abilities and execution of tasks through effective coordination Independently handled all Lakme Launch and Annual conferences of Chennai Branch Contributed to branch’s growth from Rs. 16 [1999] to 35 Crores [2004] by supporting Branch Sales Manager – motivated team to achieve targets and suggested improvement areasSupervisor - Stores & Distribution 1998 – 1999 Responsible for Finished Goods, Raw Material and Packing Material Stocks in Chennai Factory (erstwhile Pond’s India Ltd.); active member of Safety Committee in Chennai Factory As part of factory’s core committee, responsible for planning production and providing Executive Dashboard on Technical Efficiency Report to track and reduce on line wastages

Erstwhile Pond's (India) Limited

Accounts Assistant – Accounts Supervisor – Finance & Account 1985 – 1998 Played an active role in Pond’s India – HLL merger by closing down the warehouse at Ghaziabad and winding up operations of Delhi Branch Took active part in transition of Personal Products – Profit Centre from Pond’s India to Hindustan Lever Supervisor for Stores and Distribution in Personal Products Factory In charge for Media Budgets, Accounting and Payments Responsible for Direct and Indirect Payments, Monitoring and control of Advance Payments, Maintenance of Sundry Creditors Ledger Computerization and implementation of Material Accounting system in Personal Products and Leather Divison  CAPEX and Maintenance of Fixed Assets Responsible for Cost Sheets and Finished Goods valuation Monthly Results for Personal Products Profit Centre