Summary
Seasoned and energetic executive for Operations and Materials/Purchasing/Procurement Management. Strategic Process Improvement execution with 16 years cross-functional and multi-location successes. P&L responsibilities carried out through Process based leadership including creation of high performance teams, setting challenging goals and delivering results in multiple functional processes and regional operations. Proven process for managing concurrent issues and projects effectively. BSME, MBA, Six Sigma Black-belt and Lean Process specialist.
Customer centric Change Agent with vision for cost-outs saving $12 million
Reengineered ABB Inc. supply chain processes, resulting in a 14% cost reduction
Centralized Bosch Braking Systems purchasing processes, reducing costs by 4%.
Realigned ABB Inc. operation processes, reducing inventory from 9% to 4.5%
Strategic reliance and belief in Partnership and Consensus building achieved through Consultative Leadership
Advanced Strategy building skills and execution track record in Fortune-100 companies
Successfully mentored and managed Cross-Functional teams in multiple locations simultaneously
Six Sigma and Lean tools used to achieve Service Excellence through Quality Process improving responsiveness by over 80%
Current Challenge
Kaiser Permanente, CA 07/2005 Present
This is a $31 billion company based in Oakland, CA. It is in the top 75 Brands in the world. This Not-For-Profit company is in the healthcare industry and employs over 141,000 persons. Assigned here through iCelerate, a consulting firm.
Director
Currently helping Procurement and Sourcing to become World Class by benchmarking against the best in class processes. Working with the top leadership and leading 35 overall persons in the team processing materials worth $3.5 billion. I have taken the best practices for sourcing to AP too. At both, I am improving process flows and institutionalizing them through training and desktop procedures based on Lean techniques.
Benchmarked with manufacturing locations and created a process for adding only approved and authorized vendors, in the database eliminating duplicate payments by 85%
Negotiated with Labor Union to deploy new technology
Made exemplary strategy setting presentations to Stakeholders to bringing excellence to decision making
Creatively driving change, utilizing communication and new learning
Relevant Leadership Experience
ABB Inc, TN 01/2001 05/2005
A $20 billion conglomerated in the electrical and automation product manufacturing business. It has over 200 plants across the globe employing 160,000 people worldwide. The Company is based in Zurich, Switzerland and is listed in the US as ADR.
Manager Global Supply Chain (01/2004 05/2005)
Managed $120M budget and 3 direct staff and 36 indirect reports. Position reported to Sr Vice President. Spearheaded quality process improvement for global supply chain and materials management that contributed $227M to the top line. The position required managing and overseeing multiple quality & process improvement projects through a team of dedicated professionals that I hired and mentored in various locations. Through these efforts of quality improvement, we saved $7 million in savings in materials, logistics, warehousing and scheduling. Increased profits 11% by cutting material costs through optimization of low cost sourcing partnerships and developing innovative Processes of Material Planning. Managed more than 220,000 sku's and over 11,000 suppliers.
Reengineered ABB Inc. supply chain processes, on Best Practices resulting in a 14% cost reduction.
Utilized Six Sigma tools to analyze outsourcing processes and improved supply chain management. Resulted in reduction of non-payroll resources needed by over 30%
Designed and carried out market research to determine best candidates for out-sourcing and in-sourcing based on synergies. Resulted in over $2 million savings by reducing need to change suppliers etc.
Mentored personnel, renegotiated contracts, and outsourced parts supply at multiple locations and through multiple teams.
Earned Excellence in Leadership Award.
Operations Manager (06/2002 01/2004)
Managed P&L in $60M plant while reporting to Sr Vice President. Analyzed operations and improved all five key performance indicators in just one year. Improved productivity 6%. Managed $60M budget and 6 direct and 62 indirect reports.
Implemented Lean Principles successfully and seamlessly resulted in savings of $1million.
Reduced space needed by 1/3rd by Lean-Sigma principles
Improved Productivity by 6%
Implemented Value Engineering (VE/VA) Projects to improve customer satisfaction
Reported by Engineering, Planning, Quality and Sales on a dotted-line basis
Manager - Black Belt Procurement (01/2001 06/2002)
Reporting to VP, utilized six sigma training to improve processes for global procurement. Executed quality initiatives and strategic partnerships. Earned Best Leadership Award.
Realigned ABB Inc. production processes, reducing inventory from 9% to 4.5%
Technology upgraded by utilizing SAP and Manugistics and streamlined forecasting process
Created successful forecasting models
Saved 18% by changing leasing agreements and real estate purchases
Reduced inventory 8% in the first quarter and stabilized at 4.5% within one year
Directed teams and established process improvement and quality initiatives and improved key performance indicators
Robert Bosch Company, IN 05/1998 01/2001
This is a $24 billion conglomerate based in Stuttgart, Germany. It is in the automotive systems, power tools, consumer products and automation manufacturing business. It employs over 175,000 persons across the globe in more than 140 plants. The company is closely held by a trust.
Global Commodity Manager - Purchasing
Managed global commodities worth $185M for its multiple locations while located at the US Corporate offices. Reporting to Executive VP, I had 7 direct and 75 indirect reports. Managed commodities including automotive parts like castings, machined parts, molded parts, logistics, warehouses, etc. Managed more than 180,000 sku's and 16,000 suppliers.
Revamped the payment process by incorporating scanning and automated payment process in 9 months
Centralized purchasing processes for economies of scale generating reductions of 8%
Achieved annual cost reductions of 8% by renegotiating supplier contracts
Many New Products launched within tight budget and schedules
Reshaped global supply base, contributing $19M to bottom line
Managed purchasing for six plants with $250M budget and three staff
Created forecasting models for effective planning using Peoplesoft and Cognos
LPS Ltd, India 12/1992 08/1996
This is a huge company based in Rohtak, India. It is in the High Precision Components and Fasteners Manufacturing business with many plants serving automotive, power, construction industries etc. It employs over 65,000 persons across the globe in more than 15 plants.
Manager Corporate Global Purchasing,
Working under Managing Director, I managed Purchasing for multiple locations through 18 direct and 215 indirect reports. Managed the construction and purchase of material for new office building. Complete Best Practices based Warehouse, logistics, fleet, inventory, planning, forecasting, contract management. Managed other areas too in the Operations, Exports and Information Technology departments. Managed more than 370,000 sku's and over 20,000 contracts.
Renegotiated long-term contracts that reduced costs of purchasing parts 24%.
Consolidated supply base from 154 suppliers to 42.
Accomplished new plant and office building from real-estate purchase to final construction
Managed $35M budget and 130 people reduced to 11 direct reports by Value Stream Mapping and re-organizing
Created and deployed MRP based ERP system saving $1 million on trainings etc
Developed local suppliers reducing total cost of ownership by 2%
Eicher Mitsubishi Ltd, India 05/1991 12/1992
This is a huge joint venture based in Indore, India. It is in the business of assembly of automotive trucks and tractors for Indian subcontinents and exports to EU countries. It employs over 42,000 persons in more than 12 plants.
Senior Buyer - Purchasing,
Reporting to Director and as a part of the supply management group, I sourced components like high precision valves and other engine components, motors, electronics, OEM parts, fabricated parts etc.
Applied Problem Resolving techniques to solve technical issues like paint peel off.
Applied Kaizen and Kanban systems at suppliers.
Improved processes by using Japanese techniques like Poke-Yoke, etc
Education and training
MBA, International Marketing Management, North Dakota State University, Fargo, ND
08/1996 04/1998
BS, Mechanical Engineering, Institute of Technology, BHU, Varanasi, UP, India
08/1987 04/1991
Six Sigma Blackbelt, ABB Inc, Raleigh, NC
08/2001 05/2002
Lean Manufacturing, ABB, Raleigh, NC
02/2003
Mergers & Acquisitions, Wharton School, University of Pennsylvania, PA
01/2005
Leadership, Fuqua School of Management, Duke University, Raleigh, NC
10/2002 08/2003
Strategic Negotiation, Karass Negotiation School, Chicago, IL
08/1999
Business Cost Saving Consulting, George S May International, Chicago IL
07/2005 |
