Dipti Kanta Mishra is a mechanical engineer with over 22 years of experience in procurement, sourcing, supply chain management, and ERP implementations. He currently serves as the General Manager of Sourcing at Telenor, leading procurement and logistics teams. Previously, he held procurement roles at Idea Cellular and Bharti Televentures. Mishra has expertise in strategic sourcing, contract negotiations, supplier relationship management, and cost reduction initiatives. He holds an M.Tech from the Indian School of Mines and is a certified SAP professional.
Satish Kumar has over 8 years of experience in materials management, procurement, logistics, and supply chain management. He has worked as an Assistant Manager of Procurement at ISGEC Heavy Engineering Limited since 2007 and as a GET of Materials & Logistics at Andritz Hydro Faridabad from 2006 to 2007. His responsibilities included sourcing materials, negotiating with suppliers, managing transportation and logistics, costing and budgeting, and ensuring on-time delivery of materials for various industrial projects. He has expertise in procurement of items like tubes, plates, forgings, fittings, pipes, gaskets, and fasteners. He also has experience in vendor development, contract management, and ERP systems. Satish holds
Mohan Jeejha has over 19 years of experience in supply chain logistics, strategic sourcing, corporate real estate lease administration, and facility infrastructure procurement. He has a proven track record of delivering excellence through roles managing sourcing and procurement, vendor management, lease administration, facilities management, and infrastructure projects for large corporations like HCL Technologies. Key achievements include receiving outstanding performer awards for cost reductions and contract negotiations exceeding targets.
This document provides a summary of Vinod Mark Crasto's qualifications and experience as a senior logistics and supply chain executive. He has over 23 years of experience in supply chain management, reducing costs, improving inventory and enhancing service. Currently he is the Manager of Logistics at NEC India Pvt. Ltd., where he is responsible for logistics, supply chain and customer delivery operations. Previously he has held roles with increasing responsibility in logistics, supply chain, imports/exports and commercial operations at various companies. He has expertise in areas like procurement, inventory management, vendor management, import/export regulations and documentation.
A feasibility study assesses all aspects of a proposed project, including marketing, technical, and financial factors, prior to execution. It includes an executive summary highlighting key results, and reports on marketing, production processes, equipment, costs, investment needs, funding sources, and financial projections. A sensitivity analysis models the impact of varying income and expenses, while a SWOT analysis considers strengths, weaknesses, opportunities, and threats. The study aims to objectively evaluate project viability and provide decision-makers with essential information.
The document discusses facility location analysis. It defines facilities as buildings where people, materials, and machines come together for a stated purpose, such as manufacturing or service provision. Proper facility management is important to achieve goals while satisfying objectives. Location analysis determines the best geographic site for a firm's operations based on factors like costs, market access, and plant design impacts. Quantitative techniques in location analysis include cost-benefit analysis and break-even analysis to evaluate locations and minimize total costs and maximize profits. Qualitative factors considered are availability of resources, climate suitability, and integration with other companies. Multiple location analysis methods are outlined including weighted factor rating.
The technical feasibility study assesses how a product or service will be delivered by examining materials, labor, transportation, location, and technology needs. It answers questions about availability and costs of raw materials, equipment, distribution procedures, suitable buildings, and trained workers. The chapter outlines what is included in a technical feasibility study such as analyzing raw materials and supplies, evaluating appropriate locations and sites, assessing required engineering and technology, estimating human resource needs, and calculating capital expenditures and operational costs.
Tyrone Ambrose has over 20 years of experience in corporate operations, procurement, and supplier management. He has held roles such as Procurement Specialist, Commodity Manager, Senior Buyer, Sourcing Engineer, and Strategic Buyer. He has a proven track record of reducing costs, improving lead times and supplier performance, and negotiating contracts. Ambrose also has extensive military experience in logistics, procurement, and materials management. He holds an MBA from Regis University and a B.S. in Management from Park University.
The document discusses the technical feasibility study that should be conducted for a new business. It outlines key areas that must be addressed including selecting products/services, determining production needs, estimating costs, evaluating required equipment and technology, identifying suitable locations and facilities, sourcing raw materials, and calculating labor requirements. Conducting an thorough analysis of these areas is necessary to determine if the business has the technical expertise and resources to operate successfully.
Alok Kumar Nayak has over 7 years of experience in procurement, sourcing, and vendor management in the automotive and power industries. He is currently a Deputy Manager of Strategic Purchasing at Giesecke & Devrient Group, where he leads procurement activities, manages vendor relationships, and identifies cost savings opportunities. Previously, he held procurement roles at AVL India and ACB India, where he was responsible for material planning, purchase order processing, and supplier performance evaluation. He has a B.Tech in Electrical Engineering and is pursuing certifications in Project Management and an MBA.
The document discusses factors that affect location decisions for industrial and service businesses. For industrial businesses, location is a major cost factor and costs vary greatly between locations, so the focus is on minimizing costs. For service businesses, location is a major revenue factor and revenues can vary between locations, so the focus is on maximizing revenue. The document outlines various methods that can be used to evaluate alternative locations, such as factor rating, break-even analysis, and transportation modeling.
The document provides an overview of developments in construction project management in the United Kingdom from 1995 to 2005. It discusses several key reports during this period that aimed to improve efficiency and effectiveness in the industry, including the Latham Report of 1994, Egan Report of 1998, and National Audit Office report of 2001. It also outlines new procurement principles and commercial arrangements that emerged, such as early supplier involvement, collaborative contracts, long-term relationships, and supply chain management.
The document discusses implementing a business intelligence (BI) solution for a transport and logistics company to improve performance monitoring and decision making. It outlines key performance indicators and proposes a dimensional data model with facts, dimensions and schemas for booking consignments, deliveries, fueling and other processes. BI solutions from vendors like QlikView are highlighted as able to analyze large amounts of logistics data and help optimize operations.
The technical feasibility study assesses how a product or service will be delivered by examining materials, labor, transportation, location, and technology needs. It answers questions about availability and costs of raw materials, equipment, distribution, facilities, utilities, and labor. The chapter outlines preparing a technical feasibility study, including sections on materials and supplies, location, engineering and technology, and human resources. It provides examples of assessing raw material sources and costs, site selection, technology description and costs, equipment specifications, and estimating labor requirements and costs.
The document discusses human resource development of logistics in Japan by the Japan Institute of Logistics System (JILS). It provides an overview of JILS, which works to improve logistics efficiency and develop human resources through various education and certification programs. These include long-distance learning courses, seminars, and certification levels like Certified Logistics Master. Factors driving innovation in logistics like changing markets, competition and policies are also discussed.
C e jackson (procurement materials logistics resume)Clarence Jackson
油
Clarence Jackson has over 20 years of experience in logistics, procurement, and project management. He has worked for both government contractors and private companies in the US, Iraq, Afghanistan, Kuwait, Qatar, and Germany. His background includes positions as a supply supervisor, procurement specialist, logistics manager, and project manager. He has expertise in areas such as inventory control, budgeting, purchasing, and warehouse operations.
The document discusses facility location and the process of selecting the best geographic location. It outlines key objectives like reducing costs and coordinating with government policies. The main steps discussed are selecting between domestic or international locations, then choosing a region, locality, and exact site based on factors like resources, market access, transportation and climate. Location analysis techniques covered include location factor rating, center of gravity, load distance, break even analysis, and weighted factor rating. The overall goal is to identify the optimal location for operating facilities.
Week 7: Developing a supply chain strategy 042417-2Talou Diallo
油
This document provides guidance on developing a supply chain strategy. It discusses key areas to cover like procurement, logistics, and visibility. Cost, service, risk, and suppliers are typical factors considered. The document then focuses on procurement strategy, outlining major cost drivers like inputs, contract terms, competition, and specifications that determine pricing. It provides examples of cost structures for products and services, emphasizing raw materials and labor as major drivers. Contract terms that can impact price are also examined, like contract structure, pricing mechanisms, and termination clauses. The overall document offers advice on analyzing a supply chain from multiple angles to optimize costs and create an effective procurement strategy.
The document summarizes a training on cost analysis for government contracts held from June 19-21 in Bethesda, MD. It covers an overview of cost elements, price analysis, identifying cost drivers, and regulations related to cost analysis including the FAR, unallowable costs, and profit calculations. The document provides details on limitations of cost clauses, analyzing cost proposals, modeling proposals, and evaluating cost drivers. It emphasizes thoroughly documenting all aspects of cost analysis.
The document contains a profile and resume of Deepesh Ghosh seeking a position in supply chain management, warehouse operations, or logistics with experience of over 19 years in these fields. It details his educational qualifications and professional experience working in roles related to logistics, supply chain, warehouse operations, and project management for various companies. The resume highlights his skills, achievements, and areas of expertise in areas such as transportation and fleet management, inventory control, warehouse operations, and cost reduction initiatives.
Abhi rana)factor rating method of plant locationAbhishek Rana
油
The document discusses the Factor Rating Method for evaluating potential locations for a new facility. It involves listing relevant factors, assigning weights to each, developing a scoring scale, and scoring each location on each factor. The scores are multiplied by the weights and summed to get a total score. A coffee roasting plant example compares Dallas and Denver based on factors like transportation costs, lease costs, labor availability, and quality of life. Dallas receives a higher total score, making it the recommended location, though the difference is small. The Factor Rating Method allows both quantitative and qualitative considerations but developing fair weights and scores can be subjective.
This document outlines the standard operating procedures for Bridge International's supply chain process. It describes the responsibilities of various roles and steps in the procurement, receiving, logistics, warehouse, and payment processes. Procurement officers source goods, warehouse staff receive and store items, logistics coordinate deliveries, and finance pays transporters. The goal is to clearly document the supply chain workflow and ensure efficient delivery of materials to schools.
This document outlines the major aspects to consider in conducting a feasibility study for a new project. It discusses management aspects during construction and operation, marketing aspects including demand, supply, pricing and sales projections, technical aspects of production including machinery and waste disposal, taxation, financing, financial projections, assumptions, and the social desirability of the project in terms of jobs, tax revenues, and related industries. The feasibility study aims to analyze all relevant factors to determine if the project is viable and worthwhile.
This document discusses factors to consider when making location decisions for operations management. It outlines that location decisions are important for marketing strategy, costs, growth, and managing resources. Key factors to evaluate include regional issues like access to materials and markets, community characteristics such as quality of life and costs, site-specific attributes, and strategies for multiple facilities. The objectives are to identify several potential locations and choose options that maximize profit potential. Location criteria, alternatives, and a selection process are recommended to be developed and followed. Additionally, considerations differ for manufacturers versus service and retail businesses.
The document describes the Streamlined Tender Evaluation Process (STEP) which aims to deliver better value for money outcomes with less workload. STEP reduces the time and effort spent on unsuccessful tenders by focusing on unique selling propositions. It is a 3 step process that first selects the best choice based on grading unique selling propositions, then checks compliance, and finally assesses contract assurance. STEP aims to facilitate improved contract outcomes while reducing risks and making it easier for small and medium enterprises to participate in public sector contracts.
This document provides a summary of the applicant's work experience in materials management and supply chain roles over 16 years. It details his responsibilities and accomplishments in roles such as Store Officer and Assistant Store Officer for various construction and infrastructure projects. His responsibilities included procurement, inventory management, vendor management, and use of ERP systems like SAP. He also demonstrated strong analytical, problem solving, communication, and team leadership skills.
Venkata Raghuraama Sarma Mullapudi has over 24 years of experience in procurement, logistics, and commercial operations. He has worked in roles of increasing responsibility at companies like Qualcomm India, Aizyc Technology, Moschip Semiconductor, and MIC Electronics. His areas of expertise include procurement strategies, business operations, inventory management, vendor development, and cost optimization. He aims to leverage his extensive experience in generating operational efficiencies and cost savings for employers.
Venkata Raghuraama Sarma Mullapudi has over 24 years of experience in procurement, logistics, and commercial operations. He has expertise in generating cost savings through procurement strategies and process optimization. His experience includes roles at Qualcomm India, Aizyc Technology, Moschip Semiconductor, and MIC Electronics where he managed procurement, vendor development, inventory, and logistics. He is seeking a role utilizing his strengths in strategic sourcing, contract negotiations, and managing supply chains.
Prashanth Naik has over 15 years of experience in strategic sourcing, procurement, and project management. He currently works as an AM Sourcing lead at Merck Life Science, where he manages a $5 million annual spend portfolio and 150 suppliers. Previously, he held sourcing roles at Schneider Electric and worked on new product development and transfers. Naik has a proven track record of cost savings through localization, negotiation, and value engineering. He is pursuing an MBA and is trained in Six Sigma, quality systems, and leadership skills.
The document provides a summary of an individual's career experience in supply chain management, procurement, and logistics spanning over 26 years, including roles as manager of supply chain management and distribution and logistics positions. Key responsibilities involved strategic sourcing, vendor development, procurement, production planning, inventory control, logistics, warehouse management, and customer support. The individual seeks a new challenging position that utilizes their skills and experience in supply chain, procurement, and materials management.
Alok Kumar Nayak has over 7 years of experience in procurement, sourcing, and vendor management in the automotive and power industries. He is currently a Deputy Manager of Strategic Purchasing at Giesecke & Devrient Group, where he leads procurement activities, manages vendor relationships, and identifies cost savings opportunities. Previously, he held procurement roles at AVL India and ACB India, where he was responsible for material planning, purchase order processing, and supplier performance evaluation. He has a B.Tech in Electrical Engineering and is pursuing certifications in Project Management and an MBA.
The document discusses factors that affect location decisions for industrial and service businesses. For industrial businesses, location is a major cost factor and costs vary greatly between locations, so the focus is on minimizing costs. For service businesses, location is a major revenue factor and revenues can vary between locations, so the focus is on maximizing revenue. The document outlines various methods that can be used to evaluate alternative locations, such as factor rating, break-even analysis, and transportation modeling.
The document provides an overview of developments in construction project management in the United Kingdom from 1995 to 2005. It discusses several key reports during this period that aimed to improve efficiency and effectiveness in the industry, including the Latham Report of 1994, Egan Report of 1998, and National Audit Office report of 2001. It also outlines new procurement principles and commercial arrangements that emerged, such as early supplier involvement, collaborative contracts, long-term relationships, and supply chain management.
The document discusses implementing a business intelligence (BI) solution for a transport and logistics company to improve performance monitoring and decision making. It outlines key performance indicators and proposes a dimensional data model with facts, dimensions and schemas for booking consignments, deliveries, fueling and other processes. BI solutions from vendors like QlikView are highlighted as able to analyze large amounts of logistics data and help optimize operations.
The technical feasibility study assesses how a product or service will be delivered by examining materials, labor, transportation, location, and technology needs. It answers questions about availability and costs of raw materials, equipment, distribution, facilities, utilities, and labor. The chapter outlines preparing a technical feasibility study, including sections on materials and supplies, location, engineering and technology, and human resources. It provides examples of assessing raw material sources and costs, site selection, technology description and costs, equipment specifications, and estimating labor requirements and costs.
The document discusses human resource development of logistics in Japan by the Japan Institute of Logistics System (JILS). It provides an overview of JILS, which works to improve logistics efficiency and develop human resources through various education and certification programs. These include long-distance learning courses, seminars, and certification levels like Certified Logistics Master. Factors driving innovation in logistics like changing markets, competition and policies are also discussed.
C e jackson (procurement materials logistics resume)Clarence Jackson
油
Clarence Jackson has over 20 years of experience in logistics, procurement, and project management. He has worked for both government contractors and private companies in the US, Iraq, Afghanistan, Kuwait, Qatar, and Germany. His background includes positions as a supply supervisor, procurement specialist, logistics manager, and project manager. He has expertise in areas such as inventory control, budgeting, purchasing, and warehouse operations.
The document discusses facility location and the process of selecting the best geographic location. It outlines key objectives like reducing costs and coordinating with government policies. The main steps discussed are selecting between domestic or international locations, then choosing a region, locality, and exact site based on factors like resources, market access, transportation and climate. Location analysis techniques covered include location factor rating, center of gravity, load distance, break even analysis, and weighted factor rating. The overall goal is to identify the optimal location for operating facilities.
Week 7: Developing a supply chain strategy 042417-2Talou Diallo
油
This document provides guidance on developing a supply chain strategy. It discusses key areas to cover like procurement, logistics, and visibility. Cost, service, risk, and suppliers are typical factors considered. The document then focuses on procurement strategy, outlining major cost drivers like inputs, contract terms, competition, and specifications that determine pricing. It provides examples of cost structures for products and services, emphasizing raw materials and labor as major drivers. Contract terms that can impact price are also examined, like contract structure, pricing mechanisms, and termination clauses. The overall document offers advice on analyzing a supply chain from multiple angles to optimize costs and create an effective procurement strategy.
The document summarizes a training on cost analysis for government contracts held from June 19-21 in Bethesda, MD. It covers an overview of cost elements, price analysis, identifying cost drivers, and regulations related to cost analysis including the FAR, unallowable costs, and profit calculations. The document provides details on limitations of cost clauses, analyzing cost proposals, modeling proposals, and evaluating cost drivers. It emphasizes thoroughly documenting all aspects of cost analysis.
The document contains a profile and resume of Deepesh Ghosh seeking a position in supply chain management, warehouse operations, or logistics with experience of over 19 years in these fields. It details his educational qualifications and professional experience working in roles related to logistics, supply chain, warehouse operations, and project management for various companies. The resume highlights his skills, achievements, and areas of expertise in areas such as transportation and fleet management, inventory control, warehouse operations, and cost reduction initiatives.
Abhi rana)factor rating method of plant locationAbhishek Rana
油
The document discusses the Factor Rating Method for evaluating potential locations for a new facility. It involves listing relevant factors, assigning weights to each, developing a scoring scale, and scoring each location on each factor. The scores are multiplied by the weights and summed to get a total score. A coffee roasting plant example compares Dallas and Denver based on factors like transportation costs, lease costs, labor availability, and quality of life. Dallas receives a higher total score, making it the recommended location, though the difference is small. The Factor Rating Method allows both quantitative and qualitative considerations but developing fair weights and scores can be subjective.
This document outlines the standard operating procedures for Bridge International's supply chain process. It describes the responsibilities of various roles and steps in the procurement, receiving, logistics, warehouse, and payment processes. Procurement officers source goods, warehouse staff receive and store items, logistics coordinate deliveries, and finance pays transporters. The goal is to clearly document the supply chain workflow and ensure efficient delivery of materials to schools.
This document outlines the major aspects to consider in conducting a feasibility study for a new project. It discusses management aspects during construction and operation, marketing aspects including demand, supply, pricing and sales projections, technical aspects of production including machinery and waste disposal, taxation, financing, financial projections, assumptions, and the social desirability of the project in terms of jobs, tax revenues, and related industries. The feasibility study aims to analyze all relevant factors to determine if the project is viable and worthwhile.
This document discusses factors to consider when making location decisions for operations management. It outlines that location decisions are important for marketing strategy, costs, growth, and managing resources. Key factors to evaluate include regional issues like access to materials and markets, community characteristics such as quality of life and costs, site-specific attributes, and strategies for multiple facilities. The objectives are to identify several potential locations and choose options that maximize profit potential. Location criteria, alternatives, and a selection process are recommended to be developed and followed. Additionally, considerations differ for manufacturers versus service and retail businesses.
The document describes the Streamlined Tender Evaluation Process (STEP) which aims to deliver better value for money outcomes with less workload. STEP reduces the time and effort spent on unsuccessful tenders by focusing on unique selling propositions. It is a 3 step process that first selects the best choice based on grading unique selling propositions, then checks compliance, and finally assesses contract assurance. STEP aims to facilitate improved contract outcomes while reducing risks and making it easier for small and medium enterprises to participate in public sector contracts.
This document provides a summary of the applicant's work experience in materials management and supply chain roles over 16 years. It details his responsibilities and accomplishments in roles such as Store Officer and Assistant Store Officer for various construction and infrastructure projects. His responsibilities included procurement, inventory management, vendor management, and use of ERP systems like SAP. He also demonstrated strong analytical, problem solving, communication, and team leadership skills.
Venkata Raghuraama Sarma Mullapudi has over 24 years of experience in procurement, logistics, and commercial operations. He has worked in roles of increasing responsibility at companies like Qualcomm India, Aizyc Technology, Moschip Semiconductor, and MIC Electronics. His areas of expertise include procurement strategies, business operations, inventory management, vendor development, and cost optimization. He aims to leverage his extensive experience in generating operational efficiencies and cost savings for employers.
Venkata Raghuraama Sarma Mullapudi has over 24 years of experience in procurement, logistics, and commercial operations. He has expertise in generating cost savings through procurement strategies and process optimization. His experience includes roles at Qualcomm India, Aizyc Technology, Moschip Semiconductor, and MIC Electronics where he managed procurement, vendor development, inventory, and logistics. He is seeking a role utilizing his strengths in strategic sourcing, contract negotiations, and managing supply chains.
Prashanth Naik has over 15 years of experience in strategic sourcing, procurement, and project management. He currently works as an AM Sourcing lead at Merck Life Science, where he manages a $5 million annual spend portfolio and 150 suppliers. Previously, he held sourcing roles at Schneider Electric and worked on new product development and transfers. Naik has a proven track record of cost savings through localization, negotiation, and value engineering. He is pursuing an MBA and is trained in Six Sigma, quality systems, and leadership skills.
The document provides a summary of an individual's career experience in supply chain management, procurement, and logistics spanning over 26 years, including roles as manager of supply chain management and distribution and logistics positions. Key responsibilities involved strategic sourcing, vendor development, procurement, production planning, inventory control, logistics, warehouse management, and customer support. The individual seeks a new challenging position that utilizes their skills and experience in supply chain, procurement, and materials management.
The document provides a profile summary of a supply chain management professional with over 23 years of experience in strategic sourcing, procurement, project management, and inventory control. It outlines his educational background, core competencies, career history working for various companies, and accomplishments on major projects and assignments. The professional is seeking new opportunities and provides contact information.
NITIN JOHN PARDHE is seeking senior level assignments in logistics, supply chain management, production planning, material management, and other related fields. He has extensive experience in streamlining operations, improving productivity, reducing costs, and developing effective teams. Some of his responsibilities have included import/export operations, inventory control, vendor development, transportation management, budgeting, and ensuring compliance with quality standards.
K.N Muralidhar has over 15 years of experience in supply chain management, procurement, and project management. He has worked for companies like Bosch Limited and Faiveley Transport Railway Technologies Private Limited, where he spearheaded procurement efforts, identified new vendors, negotiated contracts, and implemented cost-saving initiatives. Muralidhar has a bachelor's degree in mechanical engineering and is proficient with SAP and project management tools.
The document outlines the career experience and qualifications of an individual with nearly 28 years of experience in supply chain management, procurement, logistics, and vendor development across various industries. The individual has led procurement and materials management functions for several companies in the UAE and India, implementing cost savings initiatives and streamlining operations. The summary highlights leadership experience, problem solving skills, and expertise in areas like strategic planning, process improvement, and relationship management.
This document provides a summary of an individual's professional experience and qualifications. It includes over 32 years of experience in supply chain and materials management roles. The individual's most recent role was as Materials Manager and Head of Supply Chain at Mag Engineering from 2004 to 2015, where responsibilities included procurement, inventory management, logistics, and leading a team of over 20 members. Previous assignments include roles in purchasing and materials management at Sua Group and Mysore Lamps. Educational qualifications include a Post Graduate Diploma in Materials Management from the Indian Institute of Materials Management.
N. R. Prasad has over 26 years of experience in procurement, project management, supplier relationship management, and quality assurance. He most recently served as Deputy General Manager of Procurement & Projects at Kesoram Industries Limited, where he successfully completed several expansion projects. He has extensive experience developing procurement strategies, managing vendors, and achieving cost savings. Prasad is proficient in ERP systems like SAP and seeks a new challenging role in a frontline procurement organization.
Rajat Mukherjee is a senior supply chain professional with 15 years of experience in supply chain management, logistics, and inventory management. He has held roles at Capricorn Logistics, Bharti Airtel, and other companies where he managed operations, procurement, warehousing, and logistics. He has expertise in demand planning, leadership, procurement, and cost optimization. He holds an MBA in Finance and Marketing and certifications in Six Sigma Lean and Green Belt.
Anuj Sharma has over 17 years of experience in materials management, procurement, and inventory management. He is currently the Deputy Manager of Procurement at Pratibha Industries Ltd in New Delhi, where he is responsible for procuring a wide range of materials for infrastructure projects valued over $650 million. Prior to this role, he held procurement positions at Shapoorji Pallonji & Co. Ltd. and CURO I Pvt. Ltd. Anuj has expertise in strategic sourcing, vendor management, contract negotiation, and working with ERP systems like SAP. He holds an EMBA in Materials Management and is proficient in English, Hindi, and Punjabi.
The document provides a summary of an individual's experience in procurement, supply chain management, and stores roles over 11+ years. It highlights roles and responsibilities including global and domestic procurement, vendor management, inventory control, and stores functions. Key achievements and deliverables are noted from roles at Flextronics Technologies and Panickker Switchgear, including cost savings initiatives, development of local sourcing, and performance metrics improvements. The professional is seeking a middle level assignment to further apply their skills and experience.
Brijpal Singh has over 14 years of experience in procurement, vendor management, material and inventory management, and contract management. He is currently working as Manager - Materials & Procurement at Encotec Energy (I) Pvt. Ltd. Previously he has worked at Angelique International Ltd. and Utility Powertech Ltd. in various procurement and supply chain roles. He holds a Bachelor's degree in Electronics and Electrical Communication and an Engineering Diploma in Electronics and Communication. His strengths include purchase management, material management, contract management, negotiation skills, and aptitude for technology.
Suresh Kumar has over 19 years of experience in supply chain management. He has worked in industries such as telecom, oil and gas, pharmaceuticals, flavors and fragrances, and shipping. Currently he is a manager of procurement and contracts at Reliance Industries where he leads procurement activities for a telecom project, including finalizing vendors for fiber optic cable works, tower installation, and other tasks. Previously he has held roles in procurement, sourcing, and supply chain management at other companies.
Rajesh Garg is applying for the position of Commercial Manager. He has over 27 years of experience in procurement, contracts, and supply chain management in the metals and power industries. Most recently, he worked as the Commercial Technical Team Manager for the implementation of SAP SRM at Hindustan Zinc Ltd. He brings strong skills in procurement, contracts, cost optimization, and SAP software. He is looking to leverage his experience in commercial roles to deliver exceptional results to a new organization.
Anwar Zaib is applying for the position of Procurement/Logistics Manager and has over 15 years of experience in procurement, logistics, suppliers management, and business development. He has a proven track record of developing strategies to enhance business growth and procurement. His areas of expertise include procurement, logistics, suppliers relationship management, inbound and outbound operations, and team management. His professional experience includes roles as Procurement/Logistics Manager and Procurement/Logistics Supervisor at oil and gas services companies in Yemen.
Cosmo C. Skotniski is an innovative supply chain manager with extensive experience in procurement, project management, and operations across the oil and gas and retail sectors. He has a proven track record of reducing costs, mitigating risks, and driving operational excellence through process improvement. Currently working as a contracts administrator for Suncor Energy, Cosmo has played a key role in successfully delivering multiple projects on time and under budget. He aims to build strong partnerships and empower teams to achieve shared goals.
1. Dipti Kanta MishraDipti Kanta Mishra
E Mail:diptimishra1@rediffmail.com
Contact: + 91 9711596716
PROFESSIONAL OVERVIEW
Mechanical Engineer with 22 years of rich experience of both Telecom and Process Industry (Fertilizer) in Strategic Sourcing,
Procurement, Contract, Import, Service buying, Partner Governance, Imports, Supply Chain Management, ERP((Implementations, New
System Enhancement & Development), Cost Planning & Management domain.
Currently designated as G.M Sourcing with TELENOR and leading the Procurement & Logistic team and taking care seamless execution
of Greenfield Projects at PAN India level.
Prior to TELENOR working with Idea Cellular as Materials- Head of UP-E circle and responsible of managing operations for Planning,
Sourcing and execution of Circle marketing, media activities & roll out.
Proficient in leading large teams & taking cost saving initiatives to achieve profitability ratios.
Excellent interpersonal, analytical & negotiation skills with proven track record of spearheading cost innovation projects during the
career span.
Professional Credential
M. Tech (Industrial Engineering & Management) From Indian School of Mines, DHANBAD
(Deemed University) in 1993
B. E. (Mechanical) From University College of Engineering, BURLA(ORISSA)
(Sambalpur University) in 1991.
CERTIFIED SAP (Materials Management-4.60B) PROFESSIONAL.
Oracle 8i from SQL Star International.
Postgraduate Diploma in Materials Management from Indian Institute of Materials Management
AREAS OF EXPERTISE
Sourcing/Procurement:
Driving sourcing initiatives by developing supplier
database, Strategic negotiation through TCO &
thereby achieving cost effective purchase of
products.
Developing long-term partnerships with strategic
suppliers; managing supplier performance to
ensure meeting of service, cost, delivery and quality
norms.
Expertise in sourcing, procurement of Capex
(Network, Plant & Machinery), Opex (Marketing
ATL & BTL, Outdoor and Consumables) and Services
like AMC, MS and optimized the delivery, services &
inventory
Spend analysis in the area of cost reduction &
removal of non valued items.
Optimization of cost through value engineering &
various initiatives.
Import:
Opening of L/C in co-ordination with Bank & RBI
through UCPDC.
Negotiation with foreign suppliers for different
credit terms like TT/CAD/LC.
Supplier Relationship Management
Identifying and developing local vendors for
obtaining timely procurement of materials;
involved in techno-commercial negotiations and
finalising contracts.
Developing long-term partnerships with strategic
suppliers; managing supplier performance to
ensure meeting of service, cost, delivery and quality
norms.
W/H & Logistic
Planning, monitoring, controlling & evaluation of
3PL (3rd
Party Logistic) operations
Optimised the stock level by proper inventory
management
Cost Planning & Management
2. Spearheading cost reduction initiatives
consolidating tasks, eliminating non-value-added
processes & complete re-engineering of processes
and systems.
Making effective use of cost analysis tools in
support of strategic sourcing process, procurement
costs, cost reduction metrics and bottom line
performance indicators.
ORGANISATIONAL EXPERIENCE
Since Dec08 engaged with TELENOR Indian Pvt. Ltd at Gurgaon corporate office.
Telenor India is an Indian mobile network operator based in Gurgaon, Haryana, India. The company is a subsidiary
of Telenor Group, a telecommunications company headquartered in Oslo, Norway.
Current Responsibilities
Procurement: Adherence to procurement policies.
Negotiate and establish prices and commercial terms for materials (Cost modelling / optimization/TCO/Value
analysis).Identify and develop new suppliers as per requirements.
Monitor the changes in prices of various materials to ensure effective negotiations.
Contract Administration & Governance.
Drafting contracts- commercial terms & conditions.
KPI monitoring and review meeting with suppliers to improve service qualities.
Strategic:
Develop and execute sourcing strategy for Capex as well as Opex items & include maximum items in e-
bidding.
Spend analysis in the area of cost reduction & removal of non valued items.
Process & Policy:
Designing & Implementing procurement process & policy in line with Telenor Global procurement process &
policy.
Providing all supports in designing of various SOX control for procurement & SCM function.
Circle Operation, Supply Chain & Inventory Control
Responsible for complete management of the commercial activities in all 6 telecom circles.
Responsible for the planning, developing and executing a comprehensive logistics and distribution strategic
plan in each circles.
Optimised the stock level by proper inventory management.
ERP:
ERP((Implementations, New System Enhancement & Development)
TEAM DEVELOPMENT:
Empower team members with guidance and support in order to enhance their skills and confidence.
Implementing "best practices" and creating continual improvement.
Coordination with Internal and External parties for business continuity.
Previous Organisational experiences:
a. Jan 2006 to Nov 2008 with Idea Cellular Limited, UP-East as Head (DGM) Material &
Procurement.
b. July 2004 to Dec 2005 with Bharti Televentures Limited, NESA (North East & Assam) as Sr.
Manager (Materials).
c. Dec2001 to July2004 with Hutchison Essar South Ltd (Vodafone Ltd), as Asst .Manager-
Commercial, Chennai.
Work Responsibility
Operations:
Responsible for circle commercial operation.
Streamlining the system and procedures for effective inventory control for ensuring ready availability of materials
in right time with right quantity.
Procurement:
Procuring Opex items & services related to sales & marketing like Flex, SIM, RCV , AVCV agencies, etc by
3. designing, implementing and monitoring effective procurements schedules along with quality vendor with best
negotiated prices terms & conditions . Identify new suppliers & contractors time to time for cost benefits.
Monitor changes in prices of various materials for negotiations.
Various cost reduction activities in area of cost optimization of various products.
Warehouse & Logistics:
Timely delivery of materials to sites as well as distributers with min logistic cost & store accounting.
Implementation:
ERP- Oracle in circle.
d. July 1993 to Dec 2001 Tata Chemicals Limited, U.P as Senior Engineer Materials
Work Responsibility
Procurement
Procurement of indigenous and imported items such as pipes and pipes fitting, capital goods, operational
spares such as electrical and mechanical items.
Project procurement under duty exemption benefit for Fertilizer
Negotiation with foreign suppliers regarding payment terms for different credit terms like TT/CAD/Letter of
Credit
Tender finalization w.r.t TAR, TEC, putting up TNC note for approval of competent authority.
L/C Opening, Custom Clearance
Filing of application to bank for opening of Letter of Credit
Custom clearance/ port clearance, cargo consolidation thro freight Forwarder, appointment of CHA(Custom
House Agent), Rly liasioning for rake placement at IOC Mathura Plant for onward transportation of Naphtha
to TATA CHEMICALS LTD Plant site, etc.
Strategic
Cost optimization of various products through value engineering.
Import Substitution of spares of compressors, conveyers etc.
Warehousing
Codification of materials.
Inventory Control on the basis of FSN, ABC & XYZ analysis.
Defining the minimum stock of various items in consultation with user department & Monitoring of same.
System Administration
Development and implementation of IMS (Integrated Material System) in the year 1995 & SAP 4.6C in 2001.
Insurance
Looking after the insurance claims & their Settlement, Export of finished products, preparation of shipping
Bills
Finalization of insurance spares for 20MW captive power plant under commissioning
July 1991 to Jul 1992 National Aluminum Company Limited, Orissa as Executive Trainee Materials.
PROFESSIONAL COURSES
CERTIFIED SAP (Materials Management-4.60B) PROFESSIONAL.
Oracle 8i from SQL Star International.
Postgraduate Diploma in Materials Management from Indian Institute of Materials Management.
PERSONAL DETAILS
Address : Flat No 201,Aravali Homes, Sec-54, Gurgaon, Haryana-122002
DOB : 18th
July, 1970
(Dipti
Kanta Mishra)