Ashish Chandage

Played a key leadership role in establishing and scaling McDonald's Global Procurement capability within the GCC, including operating model design, governance, and service delivery.
• Spend Governance: Led and partnered with global teams for indirect sourcing strategies covering a $3B+ enterprise spend across critical categories including Technology, Digital Infrastructure, Brand, Marketing, Communications (BMC), and Professional Services.
• Global Category Consolidation: Led the consolidation of disparate regional indirect procurement requirements across global markets into a unified GCC delivery framework, unlocking a 12% to 15% reduction in time-to-market for critical IT and Non-IT category execution.
• S2C Operational Excellence: Built, scaled, and managed a centralized global procurement operations capability (circa 20+ professionals) handling thousands of transactions annually, instituting automated control mechanisms and low-risk transactional workflows.
• Commercial & Risk Architecture: Served as the executive negotiation lead for top-tier enterprise technology and corporate vendor agreements, successfully mitigating corporate risk, optimizing commercial terms, and resolving deep-tier supplier escalations.
• Cross-Functional Alignment: Functioned as the Single Point of Contact (SPOC) for procurement capability delivery, partnering with global markets and cross-functional teams (Category Leads, Finance, Legal, Compliance, Tax, and IT) to align sourcing strategy with enterprise cost, risk, and growth objectives.

Indirect Procurement Leader representing the Global Supply Chain COE, with accountability for global indirect procurement strategy, governance, and performance.
• GCC Leadership: Led procurement strategy, governance, and operations for a $3B+ global indirect spend portfolio spanning IT, Telecom, Professional Services, Facilities, Capital Projects, MRO, and Utilities.
• Global Procurement COE: Established and led a dedicated Procurement COE for Capital, Packaging and Energy categories governing
1B+ in annual spend across 100+ manufacturing sites worldwide, driving 15% hard cost book savings while aligning capital investments to business priorities.
• Rest of Asia (RoA) Ownership: Accountable for leading and managing a $500M indirect procurement spend footprint across the Rest of Asia region, encompassing all corporate offices and multi-site manufacturing nodes while ensuring seamless supply continuity and regional policy alignment.
• Digital Transformation: Led the global architecture, rollout, and change management of SAP Ariba Guided Buying across North America, EMEA, and APAC; deployed self-service Fast Buying Channels to automate low-risk transactions and enabled $2B+ in data driven, compliant spend.
• Financial Impact: Consistently delivered 5% to 7% YoY quantitative cost savings and productivity gains, translating into significant, sustainable EBITDA impact.
• Organization Building: Built and led a global team of more than 100 procurement professionals, analysts, engineers, and category specialists while driving a culture of continuous improvement and accountability.
• Governance & Audit: Accountable for global procurement policy formulation, contract negotiation fallback matrices, cross-border regulatory blocker resolution, and continuous improvement reviews to maintain continuous audit readiness

• Portfolio Management: Managed end-to-end indirect procurement for Technology, Talent/Professional Services, Facilities, and Plant Services, managing a $25M+ annual spend portfolio across GM India operations.
• Multi-Market Strategy: Designed multi-year category strategies and led supplier footprint rationalization that unlocked ~7% annual cost reductions.
• International Sourcing: Spearheaded regional sourcing initiatives and strategic supplier relationship reviews across 14 countries within GM International, aligning multi-market supplier engagements with global enterprise requirements.
• Partnered closely with business and functional leaders to align sourcing strategies with cost, operational, and supplier performance objectives

• Manufacturing Plant Procurement: Led end-to-end indirect procurement—including Capital Equipment, MRO, and plant services—for 7 major automotive manufacturing plants.
• Cost Efficiencies: Delivered consistent cost reductions across capital projects and indirect spend while maintaining compliance, operational reliability, and safety standards.