VP Supply Chain
Tata Pakistan
Total years of experience :20 years, 10 Months
Report to the CEO of the group. Oversee Supply Chain functions for Tata Pakistan Group's global business. Manage a spent portfolio of more than US $ 75 M (including Imports, Procurement, and Logistics) and a team of 21 staff including 5 Direct reports Ensure supply chain direction is in line with the company vision and corporate objectives & strategy. Lead my team in the design, implementation, and continuous improvement of technologies including ERP, warehouse management, and BI systems. As a member of the business executive team, I work closely with my peers to achieve targets in terms of EBITDA, savings, HSE, sustainability, corporate governance, and growth. Support the organization's lean improvement efforts by creating a work environment that strives to eliminate waste, improve customer satisfaction and increase the market through the use of lean six sigma and continuous improvement efforts. Key achievements:
•Merged two departments Commercial and Procurement successfully creating the Supply Chain Department.
•Improved several processes in all the functions resulting in higher efficiency, improved visibility, and reduced significant costs.
•Saved more than US $ 10 M in cost initiatives, process reengineering, and negotiations to date.
•Successfully implemented sustainability initiatives of using recycled polyester stable fiber and plastic cones which has not only reduced cost but has a significant impact on the reduction of water, paper, energy, and the environment.
I was in charge for logistics, procurement, warehousing, exports, and free zone trade at Jebel Ali and Al Humariyah Sharjah.
Reported to the General Manager of the business. Managed a spend of more than SAR 150 M. Successfully managed the company's supply chain division which included Kingdom-wide Procurement, 4 maintenance workshops, 5 warehouses, a fleet of 320 plus vehicles, and 1, 000 plus equipment with locations in Jizan, Jubail, Yanbu, Jeddah, and Dammam. Led a team of more than 70 people including 7 Direct reports in the Supply Chain team Kingdom wide. Additionally, from April 15, 2015, to July 2015, I was the acting head of Jubail Operation with more than 9 operational sites including 4 sites at Sadara (Aramco JV), 2 sites at Wasit (Aramco), and 1 Site at Marafiq. I was responsible for projects worth more than SAR 200 M and manpower including 1380 people with 11 direct reports. Key achievements:
•Successfully increased productivity of Jubail Operations significantly by rearranging the manpower, motivating the workforce, creating a crisis management team, and by increased coordination between project sites. As a result in Wasit Package 3, the productivity increased from 250 M2 to 450 M2 per day.
•Received Project Completion Award from Sadara Management for completing the Dailem MFC project on time.
•Successfully led the migration from de-centralized to centralized Procurement to ensure cost-effective buying, better controls, transparency, and waste reduction. As a result, the total tangible savings achieved through cost avoidance decreased consumption and value-added buying, was more than SAR 22 M during the tenure.
•Reduced third-party manpower and rented equipment while simultaneously renegotiating the pricing. As a consequence was able to get significant savings and cost reduction translating to a total value of more than SAR 14 M since April 2015.
•Led the development of key requirements (SOPs, workflows, databases, team restructuring, warehouse integration) to ensure that the implementation of the ORACLE EBS solution is successful.
Managed procurement spent of more than Rs 7 Billion on annual basis. Played a key role in several critical projects including bill distribution outsourcing, IT helpdesk services outsourcing, Transformer workshop overhaul, reconditioning of 3000 transformers, optimizing fuel services agreement with PSO, DR data center outsourcing, smart metering project, SAP contract streamlining, call center overhauling. Key achievements:
•Successfully rolled out the bill distribution outsourcing strategy for the entire utility customers. 11 contracts were awarded to distribute more than 2.2 M bills per month. By outsourcing the bill distribution company was able to concentrate more on core issues. Other benefits are savings of more than Rs.150 M annually and increased efficiency in bill distribution.
•Actively monitored cable & conductor buying-related indicators such as the LME index and carried out fierce negotiations which resulted in savings of more than Rs. 35 M from Dec 2010 to Oct 2014.
•Successfully developed and implemented the strategy for level 1 & level 2 IT helpdesk outsourcing projects which resulted in a contract price reduction from Rs.57.5 M to Rs.36 M after post-bid negotiations with the lowest bidder. This resulted in tangible savings of Rs. 21.5 M and a permanent headcount reduction of 18 staff.
•Saved more than Rs. 120 M through target costing methodology in technology buying with IBM, Microsoft& Oracle
•Effectively negotiated the smart grid solution contract; as a result, the total price was reduced by Rs.135 M.
•Developed and managed 55 supply & services contracts in order to reduce procurement transactions and shift the organization towards strategic Procurement.
•Challenged the approved SAP licensing buying case which resulted in cost avoidance of Rs. 75 M.
Led the supply chain department for the Chemical Business of the company and reported to the Business Head-Vice President.
Managed all operational & strategic decisions in the Supply Chain domain which included procurement, warehousing, trade imports & exports, toll manufacturing, reverse toll manufacturing, transportation, freight forwarding, and production planning.
Managed a total yearly business spend of more than US$ 24 million.
Led a team of 55 people which included 5 direct reports.
Oversaw imported trade goods under agency agreements for 10 principals globally with well-known names such as Lucite, Huntsman, Johnson Matthey, National Starch & Johnson Diversey.
As a member of the business executive team, I closely monitored targets in terms of EBITDA, savings, HSE, sustainability, corporate governance, and growth.
Achieved key departmental performance targets such as stock turns, OTIF, procurement savings, effective production planning, and safe operations of warehousing & distribution.
Proactively managed tolling & warehousing agreements of ICI Pakistan with Henkel and Nalco in Pakistan.
Actively participated part in supply chain network forum which includes supply chain managers for all five ICI businesses, a Corporate Service Manager, and a company IT Manager.
Key achievements:
• Renegotiated the Lahore warehouse rental lease resulting in savings of more than Rs. 2 million.
• Led and got the Phillip Morris quality & operations audit qualified which enabled the business to increase revenue in terms of an increase in toll manufacturing requirements by Henkel to produce food-grade adhesives in ICI facilities. This audit was a major milestone for Henkel Pakistan and the Country Manager of Henkel Pakistan greatly appreciated the efforts put in before the audit.
• Developed local supply sources for a key raw material VAM resulting in increased sustainability and improved cash management.
Led a team of 6 people and handled a spend of more than US$ 35 M for the following:
• Engro 1.3 MT urea fertilizer expansion project.
• Engro Energy Limited-217 MW Power Plant.
• Direct and indirect procurement related to the Engro Zarkhez plant at Port Qasim Karachi.
• Local procurement related to the head offices of Engro Chemicals, Engro Energy, and Engro Foods
• Local procurement related to the marketing division- this includes purchasing for more than 15 locations.
Key achievements:
• Successfully negotiated prices for bulk procurement as well as ensured the sustainable supply of critical items including spares and production-related items. This resulted in savings of more than US $3 million in the total tenure.
• Completed two Six Sigma Green belt projects and successfully qualified for the Six Sigma Green Belt Exam.
• Successfully delivered all local procurement related to the major expansion projects in time with zero impact on the project due to non-delivery of goods & services from the procurement side. As a result, I was appreciated by the Engro Chemical Enven project team for successfully fulfilling the procurement needs during the most critical time frame of the project.
• Reduced the cost of packaging material by 12% for Zingro product by successfully exploring and developing alternate sources.
• Led a Six Sigma Black Belt Project “Revamping Telecom services” which was declared the best black belt project for 2009-2010.
•Managed a small team of people providing a full range of procurement services to the Business Office Support Sector which included spend of 13 departments including Human Resources, Finance, HSE, Administration, Legal, Aviation, PSCM, IT & transport.
•Executed procurement activities related to equipment, material, and services. This included developing procurement strategies, prequalification, tender list development, issue of inquiry documents, receipt and analysis of tenders, supplier clarification & negotiations, preparation and award of purchase orders, expediting, and other post-order administration as necessary and in accordance with BP procurement and contracts policies.
•Administered 117 Blanket Purchase Orders and more than 50 contracts for the various departments. I managed a spend of more than US$ 13 million.
•Actively involved in developing strategic agreements for major spending and recurring purchases.
Key achievements:
•Awarded two Special Recognition Awards in BP Pakistan as recognition of my efforts put in various assignments.
Led a team of 5 people and was reporting to the Head of Imports and Shipping. Managed procurement spend of US $ 6 M which included more than 24, 000 distinct items including chemicals, operations & maintenance-related procurement items which included 40% OEM-related items and 60% general import items. Key achievements:
•Saved a total of more than US$ 170, 000 for the company on various purchases in the job role
•Implemented several continuous improvement initiatives to reduce the average procurement cycle time from 54 days to 30 days.
•Initiated a freight forwarding option for the company to benefit from cheaper freight, better control, and faster delivery time.
•Successfully negotiated payment terms with five main foreign vendors to work on payment against shipping documents rather than working on letters of credit. The estimated projected savings from this negotiation was around US$ 30, 000 annually.
•Promoted from officer 3 to Officer 2 in one year based on a good performance.
Conducted market research at the retail end in Karachi to analyze package milk consumer behavior and submitted a detailed report of demographics and psychographics of consumers in different parts of the city.
Prepared a complete feasibility for upgrading the oil supply network at Keamari Oil Terminal.
The proposal for a piping system project was successfully approved and was later implemented.
As operations head for the knits dyeing unit, managed a team of 8 management employees and 40 plus staff.
Managed all activities of the plant including procurement, planning, maintenance, operations, quality assurance, finance & commercial sales.
Key achievements:
•Increased the processing from 30, 000 Kg/month of commercial fabric dyeing to 76, 000 Kg (highest average processing/month) in a period of eight months by aggressively promoting commercial dyeing and improving internal processes.
•Started commercial dyeing operations to improve the capacity utilization of the dyeing plant and improve profitability
Carried out Inventory and various safety audits in the plant during the span of 8 weeks.
Carried out a feasibility study on setting up a heavy furnace oil supply in Pakistan Refinery Limited.