Delhi, India
Responsible for the entire Spices range of Dabur India /Nepal and Badshah (Acquired by Dabur), Sugar for Dabur India and Nepal, Herbs, Bullion from Domestic and international market) Total category basket is app. around 1150 Cr+ Spices procurement vertical which includes all the Seed and tropical spices for Badshah acquired by Dabur and for Indian/ Nepal manufacturing locations. Responsible for the entire procurement strategy and key marketing inputs. This vertical includes all the Spices for India/Badshah/ and Nepal Business. 600 Cr+ spends. Responsible for the formulation and implementation of strategy to ensure the best price and OTIF. Accountable for the profitability of the brand. For Badshah responsible for procurement and strategy formalisation for entire range of PM which includes Laminates,CB box, and Jar. Spearheading the realignment of sourcing and business strategies considering the current market dynamics through reengineering the end-to-end process of source identification, sourcing, specs development and source registration for the NPD of spices. After the acquisition of Badshah working on several projects for backward integration in spices for maintaining quality and serviceability. For Europe, Japan and US business procuring IPM /PR pass and Organic spices for blending purpose. For Badshah business export market is major driver.
Heading the Oil and surfactant procurement vertical which includes all the oils category and responsible for the entire procurement strategy and key marketing inputs. This vertical includes all the edible and non-edible oils for India and International Business. 1600 Cr+ spends. Responsible for the formulation and implementation of strategy to ensure the best price and OTIF. Accountable for the profitability of the brand. Spearheading the realignment of sourcing and business strategies considering the current market dynamics through reengineering the end-to-end process of source identification, sourcing, specs development and source registration for the NPD of edible oils. Restructured entire RM / PM function of IBD (Dabur International business division) and to align and integrate globally. During this period overall handled entire RM and PM including CB box, laminates, pet and glass bottles. Made strategies to procure directly raw material for finished packaging material. Integrated the entire process of procurement globally as per the source raw material. NPD FOOD- Steered /Driven the entire procurement strategy formulation for the launch of blended edible oil and edible oils (Single commodity) aligning marketing /pricing strategies in line with nature and timing of commodity procurement. Leading the category buyer of Sales/ marketing promotional materials, collaterals and IT - Setting the strategies and guiding the negotiations and taking the decisions of sourcing various sales and marketing promotional materials including CP’s and TP’s and displays.
From November onwards handling the entire India Operation of Coconut Oil (15000MT), LLP (25000MT), Petroleum products, Olive Oil, Almond Oil, Malt extract and Palm derivative (PFAD) apart from the entire Overseas operation of Palm, Canola, LLP, Sesame, Coconut and Castor Oil as Global lead procurement for edible oils for personal care the biggest spend of Dabur in terms of market value ( app. Around 1000 Cr). The entire sourcing and procurement operations of the category across the country vis-a-vis 13 locations including 4 international locations (Dubai, Egypt, Bangladesh, Nepal) and 50+ vendors of approximately 40000MT. Responsible for the Year-on-year Budget as per the prevailing market dynamics and of the entire category by creating opportunities and options/strategy in buying to be well within budget for improving the top line and bottom-line growth by effective maintenance of GC of finished goods. Accountable for planning, controlling, and directing all purchasing activities inclusive of evaluating departmental requirements; develop and implement strategic sourcing plans, diversify purchasing management, and update procurement policies. Assess all purchasing options to determine and create best possible sourcing options. Interact extensively with vendors ensuring overall service and satisfaction. Maintain compliance with organizational standards and objectives. Handling the entire Raw Mustard oil and Sesame oil for the export business to US and UK. Involved in analysis and selection of various analytical and technical tools for implementing efficient buying strategy in organisation. Single handily with the support of IT (Microsoft) developed the tool of procurement approval for Indian buying across the range of raw materials/ Category.
Handling edible oil (Mustard Oil both Refined and Raw, Refined Rice Bran Oil Groundnut Oil ( both refined and raw) RBD Palm olein, Sesame Oil ) Castor Oil and wheat flour sourcing and procurement operations across the country vis-a-vis 9 locations including 4 international locations and 55+ vendors of approximately 30000MT. Hold full responsibility for transitioning purchasing department from transactional model to strategic sourcing model. Spend is app. around 400-500 Cr. · Achieved a departmental cost saving of Rs.2.5 Cr. consistently since FY 11 leading to saving Rs.1 Cr. annually by introducing refined palm oil (IV 64 grade) instead of ground nut oil followed by introduction of rice bran oil in FY14 in partial proportions of refined mustard oil resulting in a saving of Rs.1.5 Cr. · Was a vital part of the strategically sourcing of 5000MT of refined mustard oil against a total procurement of 8000MT during the start of season resulting in savings of circa Rs. 2.5 Cr. against the market rate · Renegotiated lead times resulting in a reduction of raw material stocking levels by 3-6% over the years by strategically developing new vendors near the manufacturing unit · Developed a Supplier Score Card that drove improvements in performance and reduced the rejection rate for incoming raw materials from 4% to 1% · Won Trail Blazer Award for successfully implementing the Palmolein IV 64 formulation in the system to produce amla hair oil
Effectively established the entire operation of procurement for wheat, flour and sugar from North, East and West of India operating majorly from the Central Purchase Office. Handled complete planning for round the year procurement of the above-mentioned commodities. Developed new vendors according to company requirements and for regions in the country. Handled almost 45 plants and 100+ vendors across the country and other corporate sectors for wheat sourcing and purchasing. · Handled the entire wheat operations of almost 5 Lakh MT across the country and the complete requirement of wheat flour of approximately 4.5 Lakh MT and sugar across all 45 plants in north, east and west regions of India. App. spend handled is around 300-400cr. · Successfully started and handled the entire state operation and procured around 80,000 MT of wheat in a short span of two months from Madhya Pradesh and established 4 base locations ( Gwalior, Itarsi, Harda and Betul) · Procured the entire sugar requirement for Gwalior plant from Madhya Pradesh · Effectually interacted and managed relationships with commission agents/ brokers/ traders/ government agency vendors and partnering companies, and obtained several vital exemptions, statutory licenses in favour of the business. · Actively engaged in backward integration of commodity - direct flour procurement to wheat and then conversion to flour. · Changed the by’product ratio of wheat (custom milling) and achieved a good profit in terms of profitability of final raw material requirement.
Part of the core team in establishing e-Choupal as an unconventional distribution highway for procurement of agro commodities and services in the rural hinterlands of the country. Developed the channel as a complimentary model to the existing mandi model and procurement of agro commodities from all over the state through commission agent/broker/trader network and choupal concept. Handled commodities oilseeds, grains and pulses. · Part of the core team in establishing ITC's' direct flour procurement to wheat and then conversion to flour. · Changed the by’product ratio of wheat (custom milling) and achieved a good profit in terms of profitability of final raw material requirement.