Expert Details
Electric Utilities, Purchasing, Sourcing, Transformers, Total Cost Ownership Analysis, Material Mgt.
ID: 724834
Illinois, USA
Expert conducts Total Cost of Ownership analysis, strategy and implementation support for the electric distribution system with emphasis on distribution and power transformers.
This includes analysis and prediction of transformer failures, load management, analysis of monitoring data etc.
Expert conducts Total Cost of Ownership analysis, strategy and implementation support for the electric distribution system with emphasis on distribution and power transformers.
This includes analysis and prediction of transformer failures, load management, analysis of monitoring data etc.
This also includes consulting on type of sensors required for transformers.
Expert has developed a quantitative model for supplier selection by quantifying value of "Quality", "Delivery" and other selection criteria.
Typically Sourcing & Purchasing personnel arbitrarily choose percentage weights for selection criteria and give subjective points for each supplier / criteria.
Expert can also help in Supplier Performance metrics and scorecard development or effectiveness for companies already having supplier scorcards.
Expert has insightful methods for inventory management and can help support both from a tactical / transactional as well as strategic standpoint. For example, lead time accuracy and dynamics for a particular SKU can have a tremendous impact on inventory. Also planning, VMI, VOI has its own advantages and disadvantages.
Expert can provide expertise in load and no load losses from a total cost, operations and purchasing angles. This includes CRGO Vs amorphous transformers
Expert has experience in Total
Cost of Ownership or life cycle cost methods for asset management. This is a basis for decision tools that can be developed for standardization, supplier selection, specification, operational reliability etc.
Expertise in several operational aspects of purchasing like when to transfer among warehouses Vs buy from manufacturer / distributor, how to allocate resources, impact and support in increasing accuracy of information in Purchasing systems (lead time, UOM, etc.), updates to material receipts and PO's etc.
Expert has insightful methods for inventory management and can help support both from a tactical / transactional as well as strategic standpoint. For example, lead time accuracy and dynamics for a particular SKU can have a tremendous impact on inventory. Also planning, VMI, VOI has its own advantages and disadvantages.
Applied Sourcing & eProcurement methodologies to an $8 billion diversified manufacturing Co. - 26 divisions/ 180 plants / highly decentralized organization. Program Manager leading several teams to develop & implement Strategic Sourcing/eProcurement and realized 9% savings for a $200 mil spendLed Strategic Sourcing initiative for an $2.5 billion consumer products company as part of a Supply Chain Impact Team (six divisions - global suppliers - savings of $30 mil)Led negotiations training for a large farm cooperative as part of a Strategic Sourcing engagementTotal Cost of Ownership analysis, strategy and implementation support for several electric utilities. Implementation Support includes Repair Optimization, sensors for distribution network, load management, failure occurrence detection
Education
| Year | Degree | Subject | Institution |
|---|---|---|---|
| Year: 1985 | Degree: BS | Subject: MECHANICAL ENGINEERING | Institution: NATIONAL INSTITUTE OF TECHNOLOGY |
| Year: 1990 | Degree: MS | Subject: INDUSTRIAL ENGINEERING | Institution: AUBURN UNIVERSITY |
| Year: 1999 | Degree: MBA | Subject: STRATEGY | Institution: UNIVERSITY OF CHICAGO |
Work History
| Years | Employer | Title | Department |
|---|---|---|---|
| Years: 2007 to Present | Employer: Undisclosed | Title: CEO | Department: |
Responsibilities:Business development, sales, client management, delivery mgt. |
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| Years | Employer | Title | Department |
| Years: 2004 to 2007 | Employer: Satyam Computers | Title: Business Head | Department: BPO |
Responsibilities:Business Head, Manufacturing, Automotive, Energy/Utilities/Gas, Retail and Procure to Pay.Full Life Cycle Leadership responsibilities for five industries and Procure to Pay:practice. Complete accountability for delivery, optimum resource utilization, customer management, partnerships and sales / revenue generation. Grew practice from USD 128,000 to run rate of $12 million; Added several new customers and alliance relationships. Awarded “The Most Profitable Practice” and “The Fastest Growing Practice.” Operational responsibilities: Delivery structure, SLA management (pilot & steady state), resource optimization, recruitment & attrition management, plan & implement process Transition / Migration, Performance Management. Quality responsibilities: Attained World’s first eSourcing Capability Model (eSCM) Level 4 certification for all processes /five industries. Sponsored 4 Six Sigma programs. Business Development & Sales responsibilities: Lead generation, RFX response, SOW negotiation, deal closure. Client relationship management for nine clients: SLA Management, client visits, value additions. Services: Production Engg., Help Desk, Procure 2 Pay, Data Processing, Customer Care |
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| Years | Employer | Title | Department |
| Years: 2001 to 2004 | Employer: EXELON CORPORATION | Title: MANAGER, MATERIALS | Department: SUPPLY |
Responsibilities:Purchasing, Inventory & Service Level Mgt. - $200 mil/yr spend, $51 mil inventory, 35,000 POs/yr, 97% fill rate: all purchasing transactions, inventory optimization, invoice mismatches.Direct & indirect materials, 28 commodities, 300 active suppliers, up to 14 direct reports. Reduced supplier invoice mismatches from 700 (30 days past due) to l0 (1 day past due). Initiated measurement of supplier on-time delivery, developed KPI, modified KPI to include key suppliers, collaborated with Strategic Sourcing to improve performance from 55% to 93%. Initiated measurement of supplier lead time, co-developed KPI, collaborated with Strategic Sourcing to improve average lead time from 39 days to 22 days (44% reduction) in 6 months. Reduced Past due Open Purchase Orders from a high of $22 Mil to $ 2.8 Mil in 6 months. Developed & implemented a strategy for “Core”(65% material usage) items: improved inventory turns from 1.64 to 5.49 while service levels for increased from 93% to 97%, VOI, VMI, LT. Developed and implemented strategy for successful completion of 2003 Summer Critical capacity expansion and reliability program - $ 14 MM purchases, 2500 SKUs, 270 projects. Achieved fill rates of 98% for scheduled, 97% overall despite 47-65% of material requests lead time < 5 days, scheduled stability averaging 13%, and only 53% of all jobs being scheduled |
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| Years | Employer | Title | Department |
| Years: 1999 to 2001 | Employer: Cap Gemini Ernst & Young | Title: Manager | Department: supply chain |
Responsibilities:eProcurement Solutions Practice Leader: Launched eProcurement practice. Revenue $68 mil in 1st year. Led PMO; developed & deployed go-to-market, sales, delivery and training strategy, knowledge mgt. infrastructure, added 3 new services, established alliance with technology vendors, provided expertise to 50 sales/delivery teams, acquired internal funding, budget planning & control.Applied eSourcing methodologies to an $8 billion diversified manufacturing Co. - 26 divisions/ 180 plants / highly decentralized organization. Program Manager leading several teams to develop & implement Strategic Sourcing/eProcurement and realized 9% savings for a $200 mil spend. Led Strategic Sourcing initiative for an $2.5 billion consumer products company as part of a Supply Chain Impact Team (six divisions - global suppliers - savings of $30 mil). Developed Supply Chain e-commerce framework |
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| Years | Employer | Title | Department |
| Years: 1995 to 1999 | Employer: General Electric Co. | Title: Director, Sourcing | Department: GE Capital Railcar Services |
Responsibilities:Negotiated 70 supplier contracts for direct materials valued over $88 mil/ savings of 12%.Led global sourcing initiatives for direct material including GE Mexico initiative. Contributed $10 million in NET INCOME (7% of GE Railcar's total) by leading the Investment Recovery Program for freight cars. Accomplished by market analysis, process re-engineering, supplier rationalization, total cost of ownership model, and negotiating unique T&Cs. Managed Customer Service for freight car components for GE cars ordered by railroads, repair shops and customers. Eliminated 1600 hours by re-engineering the material purchasing process. Developed Cost Quality, Delivery and Customer Satisfaction metrics and implemented score-cards for OEM freight car builders and component suppliers. Contributing member of five cross-functional "Six Sigma Quality" teams using Six Sigma tools. Re-designed and implemented best-in-industry Supplier Management program. Sourced components for a $30 mil capital investment box car conversion program - Savings over $1 mil. Project Management involving repair shops, suppliers, customers and internal depts. |
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| Years | Employer | Title | Department |
| Years: 1993 to 1995 | Employer: General Electric | Title: Team Leader - Fabrication | Department: Electrical Distribution & Control |
Responsibilities:As shop-floor foreman, supervised 80 union employees in the Sheet Metal, Machine Shop, Die-Cast, Plastic Molding, Plating and Painting shops. Responsibilities included supervision, production schedule attainment, EHS compliance, cross-training, and improving productivity, and budget control.Led Sheet Metal shop to Lean Production in a year by implementing six "cells". Achieved manufacturing cycle time reduction from 21 to 7 days while reducing inventory. Achieved a 90% multi-skilled work force in Sheet Metal shop. Reduced worker's compensation costs by 24% through communication, training & incentives. Increased customer order fill-rates from 62% to 94% by reducing scrap rate & establishing High-Involvement Work Teams. Outsourced Die-cast and Plastic Molding - Make-Buy analysis, vendor selection |
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| Years | Employer | Title | Department |
| Years: 1989 to 1992 | Employer: Groupe Sneider Electric / Square D Co. | Title: Manufacturing Engineer | Department: Anderson Products |
Responsibilities:Provided Manufacturing Engg. support to the Machine Shop, Pattern-making, Assembly and Shipping depts. Implemented several productivity and capital investment projects.Achieved cost reduction of $600 K per year. Manufactured 12 multi-cavity molds using CAD/CAM, CNC machining centers and Electro-Discharge Machining (EDM) machines. Generated 3-axis CNC toolpaths for fabricating electrodes and programmed EDM to die-sink into steel. Selected capital equipment worth $1.2 million. Systems Manager for CAD/CAM system - upgrades, backups, trouble shooting |
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Career Accomplishments
| Associations / Societies |
|---|
| Society of Manufacturing Engineers (SME), Associate member (past); Institute of Industrial Engineers (IIE), past member |
| Professional Appointments |
|---|
| Board of Advisors, Travelspice, an on-line travel portal |
| Awards / Recognition |
|---|
| Guest Speaker, TAIB Bank & Bahrain Ministry, BPO Industry trends; Auburn University Table Tennis Club, Founder & past President; S. V. Regional College of Engg. & Tech., Debate & Literary Society, member (2 years); Represented South Gujarat University, Inter-University Debating Contest (1985); Master of Ceremonies, Annual Spring Festival, undergraduate university (2 yrs); Birmingham Jaycees Club, Alabama, member ('89 - '92) |
| Medical / Professional |
|---|
| Co-author of "An Ultrasonic Robot Collision Detection System", published in International Journal of Advanced Manufacturing Technology, Vol. 7, 1992, Springer-Verlag London Ltd. |
| Publications and Patents Summary |
|---|
| Coauthor of a Detection System article |
Language Skills
| Language | Proficiency |
|---|---|
| Hindi | |
| Tamil | |
| Marathi |
Fields of Expertise
outsourcing, business management, business strategy, cross-functional team, distribution management, entrepreneurship, management decision-making, operations management, self-directed work team, small business, team building, electric power distribution, electric distribution system, electric power utility, plant operations management, sourcing, product sourcing, inventory management, inventory control, energy-efficient transformer, supply chain management, purchasing, inventory, business development, business process re-engineering, industrial engineering, industrial engineering setup time, lead time, lean manufacturing, line balancing, manufacturing lead time, business process management, gap analysis, competitive intelligence countermeasures, business performance, globalization, analytical monitoring, transaction processing, dry-type transformer, electric utility electric power distribution, industrial electric power distribution, materials management, production process, engineering management, power transformer, quality management, quality control, materials control, manufacturing, kanban, just-in-time inventory