Jigar Shah

• Reduced costs with thorough budget analysis and strategic financial planning.
• Fostered a positive work environment to improve team morale and productivity levels.
• Achieved sales targets consistently by employing persuasive negotiation techniques and building strong relationships with key clients.
• Optimized inventory management, implementing accurate forecasting methods to minimize stock discrepancies and prevent excess waste.
• Negotiated favorable contracts with suppliers, securing competitive pricing without compromising on product quality or service delivery standards.
• Monitored financial performance, set budgets and controlled expenses to provide financial stability and long-term organizational growth.
• Formulated policies and procedures to streamline operations.
• Managed budget implementations, employee evaluations, and contract details.
• Managed budget implementations, employee reviews, training, schedules, and contract negotiations.
• Reported issues to higher management with great detail.
• Managed purchasing, sales, marketing and customer account operations efficiently.
• Reduced operational risks while organizing data to forecast performance trends.
• Negotiated price and service with customers and vendors to decrease expenses and increase profit.
• Increased department efficiency by streamlining processes and implementing new technologies.
• Oversaw inventory management, optimizing stock levels, and reducing waste.

• Collaborated with cross-functional teams for successful new product launches, meeting target deadlines and budget requirements.
• Optimized warehouse layout, improving storage capacity and reducing order processing time.
• Overhauled procurement processes resulting in streamlined workflows, improved supplier relationships, and reduced purchasing costs.
• Conducted regular audits to maintain data integrity within the company''s ERP system, ensuring accurate information for decision-making purposes.
• Collaborated with finance teams to develop annual budgets for supply chain operations, monitoring expenses closely to ensure adherence to financial objectives.
• Coordinated with sales teams to develop promotional strategies that effectively balanced inventory levels with customer demand patterns.
• Streamlined supply chain operations by implementing efficient inventory management systems.
• Enhanced customer satisfaction by ensuring accurate order fulfillment and timely deliveries through diligent monitoring of orders and shipments.
• Mentored and developed supply chain personnel, fostering a culture of continuous learning and professional growth within the team.
• Managed vendor relations, negotiating favorable contracts resulting in reduced costs and improved service levels.
• Established robust risk mitigation plans to counter potential disruptions within the supply chain network.
• Developed cost-saving initiatives in transportation logistics, achieving significant savings in annual shipping expenses.
• Tracked and monitored purchase orders, deliveries and invoicing to verify accuracy and compliance.
• Established inventory targets, stock level, and risk mitigation targets and managed flexibility strategy to optimize inventory.
• Organized and maintained correct inventory levels to drive highest turns possible on inventory.
• Developed and implemented actionable improvements to increase inventory replenishment efficiency and reduce downtime.

In LKI Plant, Jarod doing LV business of Low Voltage Products. Having two different business entity operating from LKI plant i.e. ETO business as well as for PC1 business.

In ETO business having two products

(1) LVP (LV Panels business upto 415 V, 5000 Amp.)

(2) LVB (LV Busway business upto 415 V, 5000 Amp.)

In PC1 business dealing in standard products. Which is mainly export oriented unit and catering Germany, Denmark and other European countries requirement of switchgears.

· Worked as an Associated General Manager and heading Supply Chain Dept. Responsible for complete chain of business flow from upstream to downstream, by ensuring timely and accurate planning & procurement activities by which ensuring on time availability of material on line, so deliver finish goods to customer door as per contractual delivery date.

· Job Responsibilities :-

-Responsible for inventory control, UHS (Un-Healthy Stock) liquidization, control financial provision, controlling KPIs related to SCM dept.

-Deployment of all procedure as per SPS (Schneider Process System) in all dept.

- Deployment and improvement of SCM KPIs for SCM dept.

(1) OTDS – On Time Delivery Service (to customer) it should be above 98% every month. For, any line item gets failed, have to analyse individual line make its RCA , parreto chart analysis and submit action plan with corrective action every month.

(2) Inventory Days – Any time, inventory should be less than 60 Days. Worked out month over month inventory lading targets considering all quarter execution plan. Holding key responsibility for inventory control month over month.

(3) Responsible for API (Annual Physical Inventory) i.e. stock take twice in a year. KPI is to achieve Net Variation < +/-0.2% and gross variation <+/- 5%. Since last two years achieving this target.

(4) UHS – Un Healthy Stock. Every month UHS value should be less than 30% of total inventory value. Launch action plan for liquidization of UHS inventory by diverting it to other project, sale it outside or by scrapping.

(5) ESSR – External Supplier Service Rate should be 95% every month.

(6) V-Fast Accuracy for Critical and Watch supplier should maintain 65% month over month.

(7) Deployment of procedures and norms in all four dept. as per SPS. Key owner for 5S activities in Logistics and Warehouse dept.

(8) Owning responsibility for deployment and improvement of SAP (Safety Assurance Program) program for MHE segment of warehouse.

(9) Warehouse dashboard reporting to central team.

(10) Being dept. head and people manager identify goals for the dept. as well as for the individual employee at the beginning of the year. Review their achievements half yearly and at the end of year.

(11) Do half year as well as yearly appraisal of direct reportees. Identify and prepare IDP (Individual Development Plan) for individual person as their improvement targets.

(12) Launch of various lean , just do it , Kizen projects for each individual employee for improvement as well as to meet KPIs.

(13) Present Playbook reporting to GSC-SCM-VP every quarterly on dept. KPIs , SPS rating, Operational targets progress, Projects progress, UFS (Upstream Flow System) progress , Production Planning schedules, people review etc.

(14) SIM 4 meeting every month with directly reportee for their KPI progress, need specific support, material related issues and action plan.

(15) Having 14 direct reportees in all four department.

· Planning Dept :-

(1) Master data planning activities on monthly basis for next 15 months on basis of OIH (Order In Hand) as well as on basis of future opportunities. Responsible for MPP (Monthly Production Planning) meeting with all cross function team member and Plant Head to decide strategy for M+3 months.

(2) Provide forecast base requirement to vendor through forecast planning BOM uploading in SAP which in turns provide forecast base PO to vendor for advance RM planning.

· Procurement Dept :-

(1) On basis of MPP ensure that procurement dept. start ordering all electrical as well as mechanical components to vendors.

(2) For electrical component on basis of e-BOM receipt and uploading in SAP start ordering through SAP.

(3) Review of material status on weekly basis and if procurement dept. has any challenge discuss with team and find out the solution to the challenges.

(4) Deployment of all procedure for sub-contracting, outsource job work for healthy closing of all deal.

· Warehouse Dept. :-

(1) Inbound of material, prepared GRN, offer material to inward QA dept., do put away and kept material in its location and maintain in SAP system.

(2) Issuance of board wise electrical and mechanical material in kit form, for smooth and easy execution of panel manufacturing on line.

(3) Do SIM 1 meeting every day in all shifts.

(4) Maintain rolling dash board of Warehouse.

(5) Handling & storage of line scrape in scrape yard as well as for salvage of scrape through nominated scrape vendor.

(6) Maintain 5S in warehouse and maintain daily records. Keep record of water spider movement, warehouse costing, manpower utilisation etc.

· Logistics Dept. :-

(1) Book any new orders in SAP.

(2) Co-ordinates with customer for any commercial transaction during execution or at the time of dispatch.

(3) Do invoicing, arrange vehicle for dispatches and track vehicle till material gets delivery at customer’s door.

(4) Responsible for all inward and outward material movement and for vehicle arrangement.

(5) Maintain record of inward and outward freight cost. Closely worked out with procurement team as well as with front office for opportunities in freight cost saving for individual project.

AREVA is a France based MNC company The company is a systems integrator in electrical, electronics, automation and communications systems. World Leader in Neuclear Power Business and third in T & D Business. T & D Division operate in the following Product Lines worldwide:

- Power Transmission

- Distribution System

- PDS and SDS System

I am handling sourcing and procurement activities. Mainly responsible for making rate contracts for CRGO , CC Rods , OLTCs, Tanks , Radiators , Oil etc. Independently handle complete cycle of procurement of BOI of Projects starting from sending Enquiries, techno- commercial evaluation of requirement and offers, understanding technical specifications, preparing comparatives, , negotiating with vendors, placing orders, knowledge of import - export w r t procurements, scheduling of materials, obtaining approvals/ inspection clearances from clients, effective coordination between internal customers and vendors in all aspects facilitating Client Billing and also ensuring timely vendor payments. Having experience for handling new vendor development and existing vendors and preparation of MIS using Powerpoint, exposed to e- procurement tools like reverse auction. Shall have initial experience in project execution and subsequently in tendering/ procurement projects. My major responsibilities are as under:

· Making Rate Contracts for CRGO in concern with KCM and USM from India based vendors. Also responsible for making Frame Agreements with OLTCs , Radiators and Metal Part vendors.

· Purchase of components from the local / overseas vendors, Principals & Technology Partners. This includes negotiation on Prices & Payment terms, expediting delivery etc.

· Effecting cost reductions through alternate vendor development, effective negotiations on a routine basis to agree on prices and other terms of contract.

· Liaison with vendors and internal departments for development of suppliers, new materials and services in order to meet any new business requirements.

· Coordination with custom clearing agents and transporters for the timely import, clearances and delivery of materials.

· To ensure just in time receipt of the materials.

· Prepare monthly saving reports , A2 and P1 rating of vendors. Updates all on line data in Souring Dash Board.

Achievement :

AREVA has started production from March’2009, during which I have taken challenge to set all A , B and C class material vendors’ data based for TBI, Vadodara unit within three months time. Same has been completed within two and half month only.

System of Ordering : ERP Sytem (SAP R/3 , MM module)

Position : Asst. Manager – Sourcing (from Dec’2007 to Dec’2009)

Job responsibilities : Joined AREVA on 17th Dec.’2007 in project phase and fully involved in Green Field Project Souring related activities and reporting to AREVA, France.

· Floating inquiries for PMC , DVC , Civil Contactor , Interior and all equipments.

· Scrutiny of quotations.

· Techno-commercial negotiation with the vendors.

· Placement of orders.

· Follow-up / Co-ordination with the vendors.

· During project responsible for finalisation of PMC , Interior Designer with SDS team member.

· Individually responsible for finalisation of contracts for Priority-1 , Priority-2 and Priority-3 equipments, as per BP (Business Plan) issued for Green Field Projects, Vadodara Site).

· Major CAPEX equipments finalised individually are

- Astronic Make Core Cutting Line ,

- LAE make Foil and Wire Winding Machines,

- Kone Makes Cranes ,

- Winding Machines,

- Hot Air Oven , Autoclaves ,

- Impulse Generator ,

- HV Testing Transformers,

- All Transformer Testing Equipments ,

- Paint Booths

- Storage Rack contracts.

· Active participation in Steering Committee, with AREVA, France Capex Team Members on monthly basis for equipments review.

· Maintaining Capex Investment Flow , major matrix flow on weekly basis.

Achievement :

For Green Field Project, have to procure 11 Nos. cranes, available budget was 450 KEuro and initial offer of L1 vendor for all 11 Nos. cranes was 1500 KEuro. Finally given task from AREVA, France (CAPEX members) to finalised all 11 Nos. cranes within 1000 KEuro. After logical and tech. discussion had with all vendors, finalised order on M/s, Kone Cranes, Finland @ 960.00 KEuro. For, same achievement reward amount given by AREVA country VP Mr. Ratin Basu.

Responsible for PASS-GIS import material Order Processing, co-ordination for deliveries, custom clearance co-ordination.

ABB is one of known MNC company The company is a systems integrator in electrical, electronics, automation and communications systems. World Leader in T & D Business.

Responsible for Supply Chain Activities for Transmission and Distribution Substation Projects based commodities for all India ABB project. Managing Procurement of 2000 MINR per annum.

• Responsible for finalisation of project base requirement of Battery and Battery Chargers as well as UPS System.

· Responsible as a Commodity Manager (for, Battery and Charger) for ABB, all India level, under ABB CIPS (Continuous Improvement Program for Supply chain). Working in co-ordination with Global Commodity Manager and all Commodity Manager globally for Battery and Charger, to finalise strategy and working for KPIs.

• Also responsible for Project base ordering for Conductor , GI Cable Trays , HDPE Pipes, GI Pipes.
• Owning responsibility for Reinforcement Steel order finalisation for Site Civil Work. Directly dealing with SAIL / RINL / TATA / Jindal Steel and PGCIL approved manufacturers.
• After getting offers from all vendors responsible for Techno-commercial evaluation of all offers in concern with Engineering Dept.
• Once offers technically vetted, call vendors for negotiation and finalised orders.
• Generate monthly savings report.
• Also a part of ongoing task of Long Term Contract finalization for Conductor , Battery and Battery Charger.
• Fully responsible for on time order finalisation and ordering for all above commodities, so that material can available on right time at Project Site.
• Handling Vendor Development Task.
• Review SQQ (Supplier Qualification Questionnaire) documents, vetting documents by site visit or by verbal discussion and proposed vendor for trail order. After successful on time and quality delivery review with vendor performance with Project Team and Quality Team and qualifying vendor as a regular vendor.
• After three successful transaction kept vendor for SPE (Supplier Performance Evaluation) program for betterment of quality and delivery part.
• Supporting Tendering Dept. For new Tenders costing.

· Also working with Global SCM Team to develop Global Supplier Data Base named “Pro-Supply Portal”. Under this program registered 50 domestic vendors, which is now available in ABB Global portal.

· Also responsible as an Auditor for “Supplier Sustainability Development” program and directly reporting to ABB Global Sustainability Program Group Lead Manager. Recently handled Sustainability Audit for one of the lead Battery Manufacturer of India i.e. M/s, HBL Power System Ltd., Hyderabad and Vizag in India. Actively roled as Auditor from ABB end throughout completion of Audit at vendor’s end. In October’2012 successfully completed Sustainable Audit for M/s, HBL Power System Ltd., Hyderabad, India, for his four different units.

· For FY2013 selected two more vendors under “Supplier Sustainability Development” program. M/s, Apar Industries Ltd., Silvasa pre-assessment done. However other vendor M/s, Amco-Saft, Bangalore pre-assessment under process.

Achievement :

· In first quarter of joining ABB, SCM head given a task to finalised 10 projects Conductor contract with 7.5% saving on budgeted cost. By hard negotiation order finalised with M/s, Apar Industries, with saving of 9% on budgeted cost. For, which got appreciation mail from Power System Head.

· Under New Vendor Development Program, taken lead to develop new vendor for Steel commodity and GI Cable Trays. Successfully done Supply Evaluation, assessment and process audit at M/s, Jindal Steel & Power Ltd., India, lead steel Manufacturers in India. Another vendor develop is M/s, SRMB Srijan Ltd., Kolkata, India. By developing these two vendors ABB now able to make collective negotiation for commercial terms as well as for prices, too. Also improve Payment Terms for steel commodities from 100% Advance to 120 Days LC.

System of Ordering : ERP Sytem (SAP R/3 , MM module)

- Preparing Monthly , Quarterly and Yearly Job-wise Planning.

- First receiving T.D. (Technical Data) Sheet. By jointly discussed with Design People finalizing AML1 (Advance Material List-1), AML2, AML3, OLTC specifications, RTCC, FCC, WTI, OTI, WTICT, NCTs, PTs, etc.

- After finalizing all above we float enquiry for WTICT, NCT and PTs and then make comparative. Finalizing Vendor technically and then commercially.

- Then negotiating with Vendor commercially and placing order.

- Follow up of the material by e-mail, phone, fax, mail.

- There are 20 nos. A-Class, 50 nos. B-Class and 100 nos. C-Class Items.

- Also responsible for overall planning of all bought out items and scheduling accordingly independently. Also three assistant are working under my instructions and reporting to me. They also start procurement activities as per my instructions.

- From July’2007

- As Dy. Manager – Purchase and overall head of Power Transformer Purchase. 6 Men are reporting to me.

- Since, January’2007, special assignment given for making rate contracts for various B & C Class items, which successfully completed with better output.

Project Work :-

- Handle Voltamp, Power Transformer shed expansion project for all capital goods items.

- For, all capital goods items float inquiries, get quotation for various vendors and make comparative, call vendor for technical as well as commercial negotiation. After successful negotiation finalized orders in concern with our General Manager and DGM – Materials.

- In this projects handle items like – 125 Ton Crane, Vacuum Auto Enclave, Air Circulating Oven, Thermic Fluid Oven, New Testing Lab. Instruments, Expansion of Sub Station, Spray Paint Booth, Civil Structure, etc.

Raw Material / Bought out Items / Assemblies / Components Process are scheduled and monitored in such a way that the required items are available in the Production line whenever required to achieve the production target.

INVENTORY CONTROL :-

Taking care of all type of material in stock, in process, on order at the at the time of procuring Material and follow-up with Supplier for the material to feed the shop at right time and thus minimizing inventory.

VENDOR DEVELOPMENT :-

As a part of ISO 9001:2000 looking after the Vendor Activity. Developing the new Vendors and providing Guidance to the Old Vendors to get the Quality Product.

Above assignment includes Co-ordination with various departments viz. Marketing, Design, R & D, Testing, Quality Assurance, Customer Services etc. for achieving target.

ACHIEVEMENT :

When I was joined M/s, Voltamp Transformers Pvt. Ltd., on 01/02/2003. On very second day of joining our Department General Manager given me assignment for Inventory Control as well as clearing non moving Inventory. At that time inventory of our dept. (i.e. PT-SBU) is Rs. 4.5 crores which is required to be reduced below 2 Crores.

I personally studied all activities done by Execution, Marketing, Design, Planning & Purchase, Production and Stores activities for one month and make data sheets of Inventory and cause of Excess Inventory.

Rs. 25 lacs inventory is only of OTI / WTI meters which are used in each and every Transformers. Same I have cleared within six month and lowered down to 2 lacs only.

For, other inventories like Insulating materials, Copper, CRGO Laminations, Valves, etc. I had given few suggestions on which our Managing Director was agreed and put in practice. Results came within 7 months and inventory graph came down to 1.93 Crores.

OTHER ACTIVITIES :-

- ISO 9001 Activities as Auditee.

- Computer Awareness :- Knowledge of C-language, MS Office

- Preparing Monthly, Quarterly and Yearly Project-wise and Salenote-wise planning.

- Float enquiry for the CTs, PTs, Meters, etc. After receiving Quotations refer to it technically and then pick up three best technically fit quotations.

- Preparing Comparative Statements for them and symbolized them by L1, L2 & L3. Again after considering best technical aspects we finalized Vendor.

- After finalizing Vendor negotiating commercial terms. Finally placing order.

- Looking for the prompt follow up of material. There are approx. 50 nos. A-Class, 150 nos. B-Class and 300 nos. C-Class Items/ Raw

- Materials/ Components/ Assemblies/ Bought out Items taken care independently.