SUJIT GUHA

AC-*/***, Amber Court, Essel Towers, M G Road, GURGAON – 122002 II +91-981******* II acwoxl@r.postjobfree.com II

https://www.linkedin.com/in/sujitguha?trk=nav_responsive_tab_profile

GENERAL MANAGEMENT EXECUTIVE – SUPPLY CHAIN

Logistics and supply chain professional with over 25 years’ experience in efficiency improvements and cost savings through production planning, procurement, outsourcing and finished goods logistics, coupled with setting up motivated and accountable teams to enhance efficiency. Expertise in implementation of SAP and APO.

A versatile professional with experience in varied fields and cross functional responsibilities in companies of varying sizes and ownership types has given me an immense insight into organisational dynamics and market scenarios. This has made me familiar with similar tasks across a broad spectrum of businesses. Sharing Cross functional responsibilities has given me a depth of experience, and an ability to grow the organisations’ top and bottom lines.

I thrive in a challenging environment which nurtures creativity, foresight and skilful execution. I am self-motivated with an analytical bend of mind and clarity of communication, which together with my rich and varied experience, gives me the confidence to take on a senior level role in a company.

CORE COMPETENCIES

Demand Management

Supply and Operation Planning (S&OP)

Procurement & Materials Management

Network Analysis & Expansion

SAP and APO Implementation

Logistics

KPI Development

Organisation Structure Re-engineering

Production Planning and Controls

Financial Planning and Management

Building & management of large teams

Change Management

Administrative Systems & Controls

Project and CAPEX Planning & Management

Inventory Control

KEY ACHIEVEMENTS

Consistent track record of cost savings in the areas of Inventory & Cash Flow and Logistics spends – ranging from retaining constant indexed spends (no inflation) to 10% in case of Logistics spends, and Inventory Reductions to the tune of 8 – 10 days of Sales, with best in class Inventory Turns.

Handling long and complex supply chains to achieve Service Level improvements to unprecedented levels of beyond 90 – 95% for all channels.

Supply Chain Organisational Re-engineering driven by process and organisational goals; building and stabilising large teams

Handling Manufacturing, Finance and HR responsibilities

ERP (SAP and APO) implementation and roll outs

PROFESSIONAL EXPERIENCE

CEO July 2015 –

K P TRANSPORTS PVT LTD (a leading 3PL Service Provider in Western India with turnover of INR 1 billion and 500+ employees)

On-boarded to assist organisation in growing turnover in line with vision statement in preparation of IPO, and to build systems and processes to support the same.

Acquisition of 9 clients in warehousing

Setting up of HR & IT functions from scratch

Enabled performance reviews, financial reviews and analysis, etc. towards performance enhancement

Quality certification (ISO) extension, and commenced work toward flag ship quality awards

Daily Dashboard

Website development

Off-site training to key staff

Compliance

DIRECTOR – SUPPLY CHAIN June 2013 – May 2015

GOODYEAR INDIA LTD (Indian subsidiary of Goodyear Tires of USA with turnover of INR 25 billion and 1000+ employees)

In a capacity constrained environment and near zero scope of delivery error, making available tires for domestic OE and after sales markets sourced from 2 factories and imports, and spanning 4 categories (about 250 SKUs), and in a regionally and globally aligned tight S&OP environment. Long and complex supply chain leading to oversight of manufacturing, production deliverables vs plans, imports, material planning, and demand management and fulfilment. Managed a team of 20, network of 25 warehouses, outbound transportation, and annual spends of INR 700 million

Global recognition as the best managed Supply Chain award for 2 consecutive years in the Goodyear S&OP system

As part of the national leadership team, managed top-line and bottom-line responsibilities.

Best in class service levels with record low inventory levels in Asia Pacific region and globally

Savings generated in Logistics costs: INR 100 million (~7%) in 2 years

Smooth induction of RM inventory management and scheduling formally into Supply Chain in line with organisational objective of inventory reduction and cash flow improvement.

GENERAL MANAGER - REPLENISHMENT October 2011 – May 2013

BRITANNIA INDUSTRIES LTD (Indian FMCG with turnover of INR 60 billion with 5000+ employees)

Ensuring availability of finished products across the categories of biscuits, rusks, cakes, ready to cook and breakfast cereals, snacking products and dairy (about 400 SKUs). Complex supply chain consisting of 50+ manufacturing locations and 50+ invoicing warehouses. Strict focus on inventory due to low shelf life of products and very strong focus on cost control given the lower gross margin of the products. Managed a team of 80 people. Total Logistics spend was INR 3 billion, with primary transportation contracted twice in a year through e-auctions.

Service levels (product availability) improvement from 80% levels to excess of 95% (for Modern Trade and Exports, it improved from about 60% to about 90%)

Role was to optimise and execute production planning and distribution so as to minimise violation of optimal network plan and cross regional movements, and also schedule materials for the same.

Long term planning included assisting in capacity planning.

Continuous reviews leading to quality of inventory improving

Cold chain network set up and stabilisation for dairy products

Implementation of APO

Transition from a decentralised to centralised planning process thereby reducing redundancies and exploiting synergies

Managing a large team with healthy retention rate of 90%+

VICE PRESIDENT – SUPPLY CHAIN MANAGEMENT August 2010 – September 2011

NITCO LTD. (Indian Tile manufacturer with turnover of INR 6 billion with 1000+ employees)

Lead for Finished Goods availability in a network of 1 factory, 5 outsourced vendors, 18 warehouses and imports spanning 700 SKUs, with a team of 15 people. This was done through Procurement and Outsourcing Planning, Demand Forecasting, Production Planning and Outbound Logistics. Logistics spend was INR 500 million

Improved efficiencies and cut logistics cost by introducing a continuum in supply chain planning process for 700 SKUs of tiles, the first time for the company

Reduced raw material inventory by INR 20 million on annual procurement base of INR 1 billion and 4% reduction in outsourcing costs

Streamlined inventory of imported goods, and slow and non-moving items, thereby bringing down inventory levels from 6 to 4 months

Network redesign and expansion in line with organisational imperative of retail focus

SENIOR GENERAL MANAGER – SUPPLY CHAIN MANAGEMENT September 2005 – July 2010

DABUR INDIA LTD (Indian FMCG major with turnover of INR 35 billion and 5000+ employees)

Recruited for Production & Distribution Planning for 5 product divisions (fruit juices, personal care products, home care products, medicinal products and skin care) spanning a complex supply chain of 1000+ SKUs with divergent shelf lives, 20+ production units, 40 warehouses, and numerous intermediates, and promotional intricacies in packaging materials. Logistics spend INR 1.5 billion, and team size of 30 built up.

Decreased finished goods inventory from 35 days to 28 days leading to reduction in working capital requirement of INR 1 billion

Reduced non-fulfilment of orders by INR 1.5 billion in FMCG sales by reducing stock-outs

Met peak requirement of highly seasonal products by careful and planned pre-building of stocks

Reduced losses on account of expired juice stocks from INR 40 million to INR 10 million through continuous ageing analysis

Improved service levels from 90% to 97% by reviewing deliveries on a weekly basis instead of the earlier month-end skew

Advanced fill rates from 40% to 83% at Modern Retail Trade by putting in a system for meeting their requirement of fresher stock as compared to traditional retail

Set up repacking facilities at mother depot for banding products for promotions which lead to Modern Trade sales doubling from 5% to 10% of total sale

Held logistics costs constant over 5 years at 4.5% of revenue by innovative procurement of freight and warehousing

Gained 6% on freight spend by buying transportation through online reverse auction at competitive rates

Slashed freight cost by INR 10 million annually and got relief from transport union problems by setting up the second mother depot servicing 3 north factories

Increased warehousing space innovatively along with cost reductions

Implement warehouse stock traceability through implementation of WMS

Ensured traceability of stock to warehouse/ factory/ production batch/ raw material lot through 100% batch compliance, very critical for food items in portfolio

Company turnover doubled during my tenure

HEAD – SUPPLY CHAIN MANAGEMENT March 2003 – August 2005

APOLLO TYRES LTD (Leading Indian Tyre manufacturer with turnover of INR 35 billion with 1000+ employees)

Managed network of 5 plants, 6 Regional Distribution Centres, 120 warehouses and 3 outsourced vendors, spanning 300 SKUs – both inbound and outbound logistics, production and distribution planning and execution, resolving manufacturing issues and undertaking CAPEX decisions. FPR for product availability and customer service. Logistics spend of INR 700 million. Built up team size of 15.

Reduced freight cost INR 90 million on a base of INR 700 million

Synchronised freight contracting process from distant and remote locations for sourcing of natural rubber taking benefit of reverse logistics

Achieved growth rate in excess of 20% by anticipating sales plan on prebuild basis for highly seasonal agricultural tyres, and gained entry into a new segment by outsourcing manufacturing of 2 wheeler tyres

Augmented daily production capacity by 100 MT through de-bottlenecking and harmonization of upstream and downstream capacities, leading to savings of INR 5 million

VICE PRESIDENT - LOGISTICS March 2000 – February 2003

PEPSICO INDIA (Soft drinks major)

Saved INR 100 million on a total annual spend of INR 1.2 billion through primary freight, glass management, warehousing and fleet management

Initiated the “Customer Demand Forecasting” module for the first time in India BU leading to a major process improvement for delivery of finished goods, and optimized output for COBO and FOBO by centralized planning for critical packing materials such as PET performs which were in short supply in the summer of 2002

SENIOR MANAGER - LOGISTICS January 1999 – February 2000

PHILIPS INDIA LTD (Lighting Division)

Reduced finished goods inventory from 20% to 8% by working out optimum source-destination mixes for 35 regional warehouses, 3 own production centers and 7 co manufacturers

Brought down cycle time of imports which improved responsiveness to market demand and doubled sales

SENIOR BUYER April 1990 – December 1999

ITC LTD (Tobacco Division) (Market leader in Cigarettes)

Handled buying of packing material worth INR 3 billion annually and set up vendor quality systems for increasing ship to stock

Procured annual freight services amounting to INR 600 million for raw materials and finished goods

Reduced the procurement cycle time by 50% through decentralization, making it responsive to production needs

Optimized cost of delivery by upgrading / revalidating source–estimation mix for 50 vendors and 10 production centers

Introduction of new packing materials high speed machines by revalidating imports v/s domestic sources on cost and quality aspects

Developed alternate viable means of multi-modal transport with the Indian Railways and Container Corporation of India to move rake loads of tobacco from the growing areas in South India to production centres in North

Established an easy to update, exhaustive Materials Manual based on mathematical derivations of specifications

EXECUTIVE

SHAW WALLACE & CO LTD (Consumer Products Division) July 1988 – March 1990

EDUCATION:

PGDM – IIM KOLKATA 1988

B. Tech (Electrical Engg.) – IIT KANPUR 1986

PERSONAL INFORMATION:

DOB: 19th August 1965

Married with 2 children

Languages known: English / Hindi / Bengali

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