Charanjeet Gill 1141 Black Oak Dr New Brighton, MN 55112 CGill1999@yahoo.com 651-204-0106 (Home) 763-213-9873 (Cell)
Senior Executive - Supply Chain Management Senior Executive - General Management
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Highly accomplished results driven Supply Chain Leader with international and domestic experience. Proven track record of providing successful global supply chain solutions, increasing profitability and streamlining operations. Averaged 9% cost savings. Developed over 40 suppliers in Low Cost Countries (LCC). Skilled in process improvements reduced sourcing project completion time by 60% in 4 months & improved quality by 75% in 2 years. Developed winning teams in Asia, Europe & North America. Skilled in new business development strategies including mergers & acquisitions. Developed and implemented business strategies leading to $800M additional revenue in 2 years.
CORE COMPETENCIES " Strategic Sourcing " Domestic & International Sourcing " Domestic & International Logistics " Supplier Negotiations & Relations " Supplier Development " Supplier Quality Improvement " Lean Supply Chain
" Finance Planning & Budgeting " Strategic Planning (Bus. Develop.) " Mergers & Acquisitions " Post Merger Integration " Team Building & Coaching " Operations Management " Six Sigma & Continuous Improvement " Kaizen / Quality Circles " Engineering Management " Product Design " LanguagesHindi, Punjabi, Urdu, Gujarati
PROFESSIONAL EXPERIENCE
Harris Corporation, Rochester, NY 2008-Current Harris Corp. a $6 billion international communications company serves government and commercial markets in more than 150 countries. Harris RF Communication designs, manufactures, distributes & services secure voice, data and video communication products, systems and networks with manufacturing locations in USA and UK. Vice-President Global Supply Chain Lead the global supply chain team consisting of staff of 10 direct / 125 person department, involved in strategic sourcing, materials management, product design/development, contract negotiations, supplier development and logistics. Manage a total spend of $1B of direct and indirect purchases comprising of mechanical, electrical and electronics components & sub-assemblies for products for the Department of Defense and Commercial markets. Accomplishments: > Re-organized the department into effective and efficient customer focused teams. > Achieved 9% average savings year-over-year in purchased material within two years. > Achieved 75% reduction in defects in purchased material within two years. > Improved supplier on-time delivery by 25% within two years. > Developed in conjunction with Design Engineering, Manufacturing Engineering and supply base processes to decrease cost and increase the reliability of the products value added/ value engineering (VAVE). > Led the development of processes to improve quality of delivered products by applying proven Advanced Product Quality Planning (APQP) processes to the current and future supply base. > Developed processes and teams to purchase products in Asia to lower costs by 20% and compete in commercial and consumer markets. > Streamlined processes to fulfill government procurement requirements such as FAR, DFAR, ITAR, NSA and small business development. > Leading the integration of the acquisition of the Public Safety Group into a single efficient team.
IDEX Corporation, Northbrook, IL 2006-2008 IDEX Corp. a $1.3 billion company designs, manufactures, distributes and services wide range of pumps, metering, health and science technology and other equipment with manufacturing plants in USA, Germany, United Kingdom, Netherlands, Italy, France, China and India. Executive Director Global Supply Chain and Logistics Led the supply chain team consisting of staff of 13 direct, located around the globe, and involved in strategic sourcing, materials management, contract negotiations, supplier development, supplier quality, and logistics. Manage a total spend of $700M, including indirect and direct purchases comprising of mechanical, electrical and electronics components and assemblies in a high mix/low volume environment.
Accomplishments: > Established the Asia Sourcing Office (ASO) within six months. > Saved $12M in the first year utilizing the services of the ASO. > Initiated and executed within 8 months best practices for re-sourcing and managing cost inflation. > Established metrics, recording and reporting mechanism to track savings & cost inflation for the 34 business entities located around the globe. > Saved 4% ($800K) by negotiating and awarding a worldwide travel services contract worth $20M. > Developed and implemented best practices for assessing, developing and managing suppliers throughout the IDEX system. > Added $300K/yr to the bottom-line within 6 months by partnering with logistics companies (3PL) for distribution of finished products to customers and importing components from suppliers. > Saved $250K per year in 5 months by leading the development and implementation of Lean Supply Chain methodologies that were rolled out to the rest of the corporation.
Cummins Inc., Columbus, IN (Headquarters) 1999-2006 Cummins Inc., a $11.3 billion company, designs, manufactures, distributes and services engines and related technologies, including fuel systems, controls, emission solutions and electrical power generation systems. Promoted twice in 3 years progressing through corporate finance, strategic planning, financial planning and analysis, to the management of HR, IT and supply chain.
Cummins Power Generation Group Stamford, UK (2002-2004); Fridley, MN (2004-2006) Director Global Sourcing $2.4 billion business unit. Specifically chosen to establish and lead a global sourcing function & develop vendors in low-cost countries focusing on China, India and Eastern Europe, supporting plants in USA, UK, Singapore, Mexico & China. External spend valued at $450M Accomplishments: > Saved $23M in 3 years by achieving 35% annual cost reduction that exceeded the goal of 20-25%. > Developed 30 global suppliers (mechanical, electrical and electronics components) in low cost countries within 3 years. > Reduced re-sourcing project completion time by 60% (from 24 to 10 months) with increased reliability within a period of 4 months. > Recruited, trained and developed staff in China and India to develop a strong supply base in Asia. > Led six-sigma teams to drive better quality and delivery from suppliers and improve throughput time. > Developed logistics and warehousing processes for shipping products from Asian countries to USA, and the UK with buffer stocks to minimize disruption of production and lower in-plant inventory. > Led value added / value engineering (VAVE) teams to significantly reduce total cost of ownership of purchased components saving approximately $2M.
Cummins Newage AvK SEG, Stamford, UK (2001-2002) Group Director Information Technology & Human Resources A Cummins subsidiary with revenues of $450M, manufacturing plants in 9 countries and a total workforce of 2,700, manufacturing alternators ranging from 25kW to 30MW. Led the development of the vision, mission and strategic direction for the group as an integral part of Chairmans management team. Directed HR and IT staff of 40 direct/indirect reports located at the corporate office and plants in UK, Germany, India, China, Mexico, Romania and USA, while managing a budget of GB£ 4 million. Accomplishments: > Saved $400K in 6 months by developing and implementing the vision for a common IT strategy for the newly-merged Newage and AvK SEG businesses. > Led the post-merger integration team consisting of senior managers from IT, HR, finance, manufacturing, operations and marketing, extracting synergies of $5M within 9 months of the merger. > Developed and implemented new bonus plan and new performance management system throughout Europe, Asia-Pacific and the Americas in 6 months, resulting in improved productivity and employee morale. > Encouraged staff to take on new challenges and guided them with career development, resulting in the advancement of several to higher levels and better professional satisfaction within 1 year. > Saved $3M by leading the development and deployment of supply chain strategy and re-negotiations of the consolidated purchases.
Cummins Inc., Columbus, IN (1999-2001) Manager Financial Analysis & Strategic Planning Led Cummins corporate strategic planning, budgeting, forecasting and financial analysis/reporting quarter-end/ year-end for internal and external (Wall Street) consumption. Personally handled negotiations, financial analysis and business plan development for joint ventures and mergers and acquisitions. Accomplishments: > Generated $700M in new revenue in 2 years through joint ventures, mergers & acquisitions on a global scale. " Cummins-Dongfeng joint venture for engines in China which is generating $500M in sales. " Acquisition of AvK SEG in Germany resulting in $125M revenue growth. " Cummins-Westport joint venture in Canada for alternate fuel engines resulted in $100M revenue increase. > Developed strategy for a new business opportunity in AfterTreatment that formed the basis for the start of the Emissions Solutions unit. Revenues from this unit exceeded $100M within 2 years. > Raised $300M in new capital in tight financial markets by developing a strategy with Goldman Sachs to issue the 7% convertible cumulative quarterly income preferred securities. > Conducted competitor performance analysis, receiving special recognition from the CEO.
New Venture Gear, Inc., Troy, MI 1991 1999 New Venture Gear, Inc., a joint venture between General Motors and Daimler-Chrysler and with revenues of $1.5 billion designed and manufactured transmissions, transaxles and transfer cases. Team Leader Engineering Analysis Directed a team of 9 engineers in product design and development and initiated the use of engineering analysis tools and concurrent engineering. Interacted extensively with customers on technical issues and problem resolution. Accomplishments: > Promoted 4 times in 6 years. > Developed effective customer focused team resulting in 10-fold increase in engineering analysis requests within one year. > Decreased through-put time for delivering Engineering Analysis (CAE) results by 65% in one year. > Developed a new transaxle and transmission in a record time of 3 years and 2.5 years that became the industry benchmark in product performance and speed-to-market respectively. > Established best practices for Engineering Analysis and Concurrent Engineering. > Received three Spontaneous Awards and two letters of recognition from the President/CEO.
PREVIOUS EMPLOYMENT
Operations Manager, Surtek Industries, Inc. Surrey, BC Canada 1989-1991 Managed assembly line production of printed circuit boards and cables. > Promoted to Operations Manager within ten months.
Project Engineer, Weldco-Beales, Inc, Surrey, BC, Canada 1988-1989 Led design and manufacturing of equipment for forest, mining and construction industry.
Assistant Engineer, Sherpur Allied Industries, Ludhiana, India 1985-1986 Active Member - design & development team that introduced new products for agricultural equipment manufacturing.
EDUCATION
University of Michigan MBA Graduated with High Distinction 1999 Emphases in Corporate Finance, Corporate Strategy & International Business
New Jersey Institute of Technology MS Mech. Engineering GPA 3.6/4.0 1988
Panjab University, India BS Mech. Engineering Graduated with High Distinction 1986 |