Manager Management

Mohit Sharma

**** **** ***** #***, ****, PA ***09 203-***-****

*****.***********@*****.***

PROFESSIONAL QUALIFICATIONS

Strategic Sourcing Supplier Negotiations Operations Management

Project Management Process Re-engineering Strategic Planning

Customer Relationship Conflict Resolution Financial Analysis

Management

Education

Master of Business Administration, Supply Chain Management

May 2006

W. P. Carey School of Business at Arizona State University, Tempe, Arizona

Master of Communications, Indian Institute of Mass Communication

April 2000

Bachelor of Business Economics, Delhi University

April 1999

Professional Experience

Commodity Manager GE -Transportation

January 2008 (Current job)

Raw Material Commodity (since January 2010)

Key Projects / Initiatives

Currently managing $45 MM Raw material commodity spend.

Conducted 9-step Strategic Sourcing initiative for $17MM Copper spend. Resulted

in $300,000 annualized savings

Created a should-cost model for complex Bar and Rod commodity to understand the

key cost drivers and to establish a repeatable pricing process that can act as

benchmark for all future negotiations. Resulted in ~150,000 annual savings.

Currently reviewing pipe and tube spend for applying strategic sourcing levers.

Estimated savings @ $500,000.

Project Lead for company wide "Material Aggregation" initiative. The projects

spans across four different commodities and aims at aggregating material spend

at Tier 1 suppliers to deliver savings by leveraging GE buying power through GE

negotiated price. Estimated Project savings = $1.5MM Annualized.

Created a material price-tracking tool, "Global Metal Market index" that

analyzes the material prices in different parts of the world, looks at the key

price drivers and predicts global trends. The tool will help commodity

managers at GE to be better prepared for negotiations and take informed

decisions.

Machined Parts Commodity (January 2008 - December 2009)

Key Projects / Initiatives

Managed $40 MM spend for the category.

Created and Implement Strategic Sourcing Strategy - Created category

segmentation, market analysis, part family analysis.

Managed sourcing of process critical Traction motor components. Negotiated

supply agreements to assure supply and negotiated ~ $1.2MM in deflation

(Savings).

Implemented hedging strategies for Cu and foreign exchange (Euro) to mitigate

risk and deliver $500,000 in savings

Managed LCC sourcing initiatives to meet LCC goals for the commodity and held

local teams accountable for managing suppliers.

Led SAP (Supplier Accountability Process) negotiations with key suppliers to

recover $150,000 in cost of poor quality by holding suppliers' accountable.

Project lead for category wide strategic sourcing initiative conducted with an

outside consulting group. The initiative aimed at identifying suppliers and

regions of competitive advantage for Machined components at a global level.

Procurement Manager - corrugated Diageo North America June

packaging 2006-November 2007

Decision Making

Managed price, supplier selection and spend allocation decisions for the

packaging commodity

Responsible for forecasting commodity performance and cost standards for the

category during the annual budget process.

Financial Responsibility

Created a commodity strategy for 24 MM $ packaging spend for the category and

presented recommendations to the leadership.

Delivered over 1 MM favorability in cost savings projects

Managed several sourcing initiatives using strategic sourcing and e-procurement

tools (eRFX, e-auctions etc).

Management Responsibility

Responsible for leading multi-functional teams to manage cost savings, supplier

projects.

Responsible for short term and long term vision for the category - assessing

business needs, creating commodity segmentation, and creating a strategic

sourcing plan for each commodity segment.

Managed key stakeholder expectations to ensure that supply base meets overall

business needs.

Key Projects/ initiatives

Conducted supplier consolidation via RFP for $3MM spend in Canada. Rationalized

the supply base and generated cost savings of 5% ($150,000).

Conducted supplier consolidation via e-auction on $5MM category spend for

Diageo Menlo Park facility on the west coast. Generated 7% cost savings

($350,000) and created a dual source.

Developed a category segmentation model / decision-making tool - to help key

stakeholders in understanding the cost drivers for the commodity and facilitate

faster decision making in new product design.

MBA Sourcing Intern Sprint Corporation, Kansas City

Summer 2005

Audited the sourcing and negotiation processes of IT Labor and Management

Consulting spend of $50 million annually. Identified points of non-compliance

and potential cost savings of $3-$4 million a year. Clarified and asserted

policy with the negotiators to create savings opportunities.

Created a process and automated tool that standardized monthly reports about

financials, commodity transactions, cycle time, and project status by strategic

sourcing, consulting and IT personnel.

Conducted RFP to source new compensation system for the local telecom division.

Collaborated with Financial Information System stakeholders to identify over

$260,000 annual cost savings.

Analyzed 83 RFP responses from consulting services suppliers and presented

recommendations to management. Recommendations include critical analysis for

the Nextel merger.

Manager Operations Silk Creations Textiles, India

2002-2004

Analyzed and re-engineered processes for production, quality control and

organizational management. Implemented procedures that increased the data flow

and productivity by over 15%.

Led key supplier and material sourcing decisions for procurement of printing

colors, dyes, chemicals and machinery. Monitored key markets and suppliers

(national and international) to identify latest textile colors/ printing

technology as a source of competitive advantage for Silk Creations.

Originated and led cross-functional management teams resulting in earlier

identification of production bottlenecks. Realized over $10,000 annual cost

savings.

Identified Managed logistics of organizing trade fairs and trade shows for

retailers and end consumers. Increased the revenues by 15% within six months.

Managed change by instituting employee incentive programs that increased weekly

production by 8% while decreasing waste by 5%.

Sr. Account Executive Twenty First Century Media, New Delhi, India

2000-2002

Managed key accounts representing 40% of revenue including Pepsi,

Electrolux-Kelvinator and Reebok.

Led a team of eight to conceptualize new marketing events. Increased annual

revenue by 10%.

Managed $150,000 annual advertising budget.

Identified 15% cost savings by outsourcing in-stadia advertising contracts to

regional fabrication suppliers.

Managed more than 20 on-site project operations for international events.

PROFESSIONAL DEVEL0PMENT

Currently working on CPSM from ISM - Passed first two exams, working on the

last exam.

Six-Sigma Green Belt training & certification from GE -2008.

KARRAS effective negotiating workshop - 2008.

Advanced Sourcing skill work shop - by GE & ADR International - 2008.

Member Institute for Supply Management, 2004-2007.

Member Council of Supply Chain Management Professionals, 2004-2006.

Leadership role in Katyayni, National NGO that promotes women's rights and

health issues, 1998 - 2006.

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