ACADEMIC QUALIFICATIONS

Bachelor of Science(B.Sc): Mahatma Gandhi University

MBA in Retail Operation Mgmt: Sikkim Manipal University

PROFILE SUMMARY

A seasoned procurement and supply chain leader with 20+ years of experience driving procurement transformation, strategic sourcing, and supply chain optimization across telecom, manufacturing, retail, hospitality, and the public sector. He has led high-value procurement portfolios for organizations including Reliance Jio, Bharti Infratel, NSDC, The Oberoi Group, and Samsung, delivering digital procurement, P2P transformation, vendor management, cost optimization, and governance initiatives. He specializes in building scalable, technology-enabled procurement functions that improve efficiency, compliance, and business performance.

CONSULTING EXPERIENCE

1 years

EXPERIENCE HIGHLIGHTS

National Skill Dev Corp (NSDC) Head Procurement (General Manager) Feb 24 – Oct 25 - Managed annual procurement spend of INR 5,000 Cr for NSDC / NSDCI / NSDCA across India, covering CAPEX, OPEX, Schemes funded by GOI / World Bank / Asian Dev Bank etc. - Initiated and led end-to-end procurement transformation across the NSDC Group within 20 months. - Developed templates to improve inter-departmental communication / coordination, speed and efficiency. - Designed and implemented Procure-to-Pay (P2P) and Vendor Lifecycle Management frameworks with Contract management, aligned with SOPs, Procurement Policy (ISO 20400 compliant). - Strengthened procurement governance and compliance, achieving zero major audit non-compliances. - End-to-end P2P & VLC automation, resulting in a 95% reduction in procurement cycle time. - Integrated ZOHO platform with SOP-driven workflows, eliminating emails and enabling fully automated processes with records, retrieval and analytics. - Introduced Reverse and Forward Auctions to drive cost optimization. - Setting up of 5 SIIC (MSDE), 3 NSDCI and 91 Future Skill labs (NSDCA) Institutes across India. - Recognized for successful execution of following schemes: SKILL INDIA DIGITAL HUB (World Bank Funded), PM Vishwakarma (GOI -MSDE), SANKALP -JNV (World Bank Funded) - Supported internal, statutory, and external audits including CAG / World Bank funded projects - Improved supplier performance through structured scorecards and regular reviews.

HADPL -CUBESTOP Head Procurement (General Manager) Apr 21 – Jan 24 - Key Contributions at HADPL were P2P, VLC, Contracts & Digital Transformation. - Managed annual procurement spend of approx INR 500 Cr across India. - Designed and institutionalized Procure-to-Pay and Vendor Lifecycle Management frameworks through structured SOPs followed by automation via ERP. - Automated workflows helped Projects, Operations, Leasing and Sales improve efficiency and control. - Comprehensive vendor development, onboarding and lifecycle management. - Integrated sustainability and ESG principles into procurement by automating vendor compliance checks and aligning policies with government regulations. - Automated contract management and lifecycle tracking, strengthening governance and compliance. - Introduced AI-driven analytics for Visitor Count, Vehicle Count and Highway Traffic tracking, enabling data-driven decision-making. - Built and sustained high-performing team and vendor partnerships by aligning stakeholder aspirations to consistently meet critical targets/deadlines. - Setting up of fully operational 11 Highway Amenities and 6 Fuel Stations across India. - Ensuring FMCG, Food, Perishables, Packaging, Consumables, High-velocity SKUs across stores.

Reliance JIO Regional Head Procurement Nov 12 -Mar 21 - Key Contributions at Reliance were Telecom Infrastructure Procurement & Contracting for OFC laying, EB works, Tower erection, Facilities, MARCOM, IT and Administration. - Managed annual spend of INR 2,500 Cr across Delhi NCR, Uttar Pradesh (West) and Uttarakhand. - Managed OFC contracting (including NLD) for J&K & HP within a record time of 3 months. - Developed TSP & Tower vendor ecosystems across Haryana, Himachal Pradesh and Jammu & Kashmir within less than one month to support rapid rollout. - Pivotal role in executing the world’s largest telecom infrastructure rollout at Jio by Vendor Engagement and Upgradation Programmes via training sessions, capability-building camps and compliance awareness initiatives helped in achieving aggressive target with quality and safety. - Served as core member of process design(SOP) and documentation for P&C workflows. - Managed Procurement and contracting of 2MW,4MW & Fire Safety System at AG3 within record time. - Introduction of Mobile Patrolling units for securing Aggregate and Tower sites, ensuring Budget adherence and Regulatory compliance. - Recovery of Advance from absconding vendors. - Proactive planning for smooth operations. - Introduced Tracking vendor teams via technology to ensure timely execution of projects.

Bharti Infratel Ltd. National Head CAPEX Procurement Aug 08 to Aug 11 - Key Contributions -Centralized CAPEX Procurement & Supply Chain Transformation. - Managed centralized CAPEX procurement exceeding INR 2,000 Cr annually for telecom tower infrastructure and shared services. - Spearheaded decentralized-to-centralized procurement transformation within 6 months, creating scalable national sourcing model. - Standardized BOQ/BOM across multiple site configurations and geographies, enabling uniform competitive pricing and faster rollouts through precise itemized consumption planning. - Developed national /alternate vendor ecosystems, supported by benchmark-based costing. - Introduced planning-based procurement by designing and implementing a demand planning tool with 30-day firm and 90-day tentative forecasts. - Designed and Implemented vendor-rating–linked allocation tools, enabling automated monthly allocations based on performance. - Successfully liquidated INR 600 Cr of dead/ slow-moving inventory thereby improving working capital. - Instituted robust inventory control mechanisms, inter-circle stock transfers for slow/obsolete items. - Consolidated warehouses and optimized layouts, resulting in reduced warehouse footprint. - Refurbishment of site return items, deferring fresh CAPEX & reducing pilferage via sealed dispatches. - Led tactical cost-reduction and innovation initiatives including backward integration of supply chain. - Vendor Managed Inventory (VMI) for improved availability and reduced carrying costs of material. - 35% reduction in shelter costs by costing-based negotiations and competition. - Tower price split (Tower/ FB/ Templates) & benchmarking enabled 5% cost down & transparency. - Systematized Annual Operating Plan (AOP) and budgeting processes, aligning procurement execution.

The Oberoi Group Head IT & Technology Procurement Aug 06 to Aug 08 - Global Centralized Procurement & Strategic Sourcing – The Oberoi Group (Including Printing Business) - Led procurement of IT, Technology and Engineering categories for both CAPEX & OPEX across the Group. - Managed import-intensive sourcing (~90%), ensuring timely order placement, end-to-end material tracking, and close coordination with CHA and clearance agents until delivery at units. - Was responsible for both local and international sourcing. - Introduced ZERO-CAPEX inventory model supported by vendor credit facilities, significantly improving cash flow and working capital efficiency. - Implemented ERP-enabled integration between the Central procurement team. - Realigned end-to-end logistics, reducing delivery timelines and logistics costs as well. - Centralized call center operations within 4 months, improving efficiency and governance.

Samsung India Elect Ltd Lead – Digital Appliance Procurement Aug 03 to Aug 06 - Material requirement planning, scheduling & follow-up for direct items of DIGITAL APPLIANCES (plastic items) through SAP/SLPS (Samsung Local Procurement System). - Managing Sub contractor, Inventory Control, Mould management. - Mould maintenance during slack season helped achieve goal of 0% line stop. - Introduced eco-friendly vendor practices that ensured compliance with global environmental standards. - Implementations of design changes/development in coordination with design deptt. - Attending quality related complaints and solving them. - Direct Material cost reduction through value engineering & design changes. - Reduction in plastic comp. prices by 15% by bidding.