Nunhems India Pvt Ltd (Dutch company focusing on vegetable seeds business, owned by BASF)

• Sourcing Specialist - India
  • Spearheaded the launch of “Sangam” program along with Sales team, a first-of-its-kind sales channel digitization program in Nunhems globally, from idea to pilot launch in under 3 months; led agile execution and deferred-cost contracting, saving 30% in project cost.
  • Achieved ‘Green’ rating in BASF’s first International Labour and Social Standards audit and Responsible Care Management System (RCMS) audits, being the only unit in India to attain this status by aligning 400+ suppliers to global labour and safety norms through sustained engagement and compliance assurance.
  • Led emergency relocation of 90-acre R&D site, forming a rapid-response cross-functional team mobilized multivendor execution to ensure uninterrupted business operations during crisis-triggered site shift, thus safeguarded ₹40 Cr innovation pipeline. Executed full reuse strategy (204 Tons iron & steel) during R&D farm relocation to build greenhouses and offices, reducing facility size by 50% and enabling ₹6 Cr+ CAPEX savings and land optimization.
  • Optimized Hyderabad warehouse with state-of-the-art racking for 750 MT seeds and 7500 SKUs; delivered 20% under CAPEX budget and saved ₹1.3 Cr annually in OPEX cost. Also implemented a 250-kw solar plant at Hyderabad site, reducing annual energy cost by 20% while supporting BASF’s sustainability goals.
  • Launched 3rd party managed quick-payment process for on-ground farmer engagement events; thus, reducing finance team manual workload by 30% of 2 FTEs and improving stakeholder satisfaction in sales team and Introduced Low Value Order policy for tail-end procurement; reduced manual effort by 30% and enabled faster approvals, freeing up bandwidth for strategic sourcing.
     

Royal Enfield (Indian motorcycle manufacturer, owned by Eicher Motors Ltd)

• Assistant Manager, Vendor Development
  • Led end-to-end vendor development and launch of 3 major new motorcycle models (Meteor 350, Classic 350, and Hunter 350), contributing to strategic product expansion and market success.
  • Developed 80+ components across polymer, metal fabrication, and mechanical proprietary categories—ensuring design-to-production readiness under aggressive timelines and optimizing Quality, Cost and Delivery (QCD) parameters.
  • Conducted cycle time studies and capacity mapping across 22 vendors to identify and mitigate production bottlenecks, successfully developing alternate sources for high-risk parts, ensuring supply continuity. Enhanced product launch readiness by applying Advanced Product Quality Planning methodologies to deliver first-time-right builds and minimize rework cycles.
  • Reduced fault frequency from 21% to 7% on vehicle parts by deploying the Shoki Ryudo Kanri quality method as a early build-stage quality interventions and conducting Design for Manufacturing (DFM) studies, benchmarking part design and production process.
  • Engineered platform transition plans from UCE to J platform—ensuring installed capacity for 4,000+ units/day, while introducing multi-supplier tooling strategies to de-risk supply.

• Led end-to-end vendor development and successful launch of 3 major new motorcycle models (Meteor 350, Classic 350, Hunter 350) at Royal Enfield. This involved developing 80+ components across polymer, metal fabrication, and mechanical proprietary categories, ensuring design-to-production readiness under aggressive timelines and optimizing Quality, Cost, and Delivery (QCD) parameters.
• Significantly improved vehicle part quality at Royal Enfield by reducing fault frequency from 21% to 7% at early build stages. This substantial enhancement was achieved through the precise deployment of the Shoki Ryudo Kanri quality method and conducting thorough Design for Manufacturing (DFM) studies.
• Spearheaded the global pilot launch of "Sangam," a first-of-its-kind sales channel digitization program, moving from concept to implementation in a record 8 weeks, achieving 30% project cost savings. This initiative received a Digital Innovation Spot Award from the Country Head for its fast-track execution and strategic impact.
• Achieved 'Green' ratings in BASF’s inaugural International Labour and Social Standards (ILSS) and Responsible Care Management System (RCMS) audits, being the only unit in India to attain this status. This earned special recognition from the Country Head and Spot Awards for aligning 400+ suppliers to global labor and safety norms and resolving critical plant safety issues.
• Led the emergency relocation of a 90-acre R&D facility in a record 3 months, safeguarding a ₹40 Cr innovation pipeline and ensuring uninterrupted business operations during a crisis. This critical initiative received commendation from the Global VP – R&D and a Spot Award for mitigating major business risk and generating ₹6 Cr+ in CAPEX savings through the full reuse of 204 tons of iron and steel.
• Directed the Hyderabad warehouse optimization project, delivering it 20% under CAPEX budget and securing ₹1.3 Cr in annual OPEX savings. This strategic enhancement earned a Spot Award and specific recognition from the Head of Processing Unit for installing state-of-the-art racking and elevating the plant to RC audit Green status.
• Implemented a 250-kw solar plant at the Hyderabad site, successfully cutting annual energy costs by 20% and actively supporting BASF’s sustainability goals. This impactful initiative was recognized with a Spot Award and commendation from the Head of Operations for sustainability leadership and its direct financial benefits.
• Optimized the pan-India distribution network by strategically closing 8 legacy Distribution Centers (DCs) and launching 4 new hubs within 6 months. This critical re-engineering resulted in a significant 51% annual rental cost savings across pan-India locations.
• Delivered over ₹5.5 Cr in cumulative savings through strategic sourcing across diverse categories over three years. This directly contributed to EBIT performance targets.
• Enhanced procurement governance and compliance by successfully rolling out German Supply Chain Due Diligence and a new Supplier Code of Conduct for over 600 vendors. This comprehensive initiative revised Purchase Order (PO) terms and enforced 100% PR-backed spend, establishing stringent financial controls and improving legal alignment.

• B.E in Production Engineering – Jadavpur University, Kolkata | India

• Lean Six Sigma Green Belt, KPMG India
• CTL.SC4x: Supply Chain Technology and Systems, MITx,
• CTL.SC2x: Supply Chain Design, MITx
• CTL.SC1x: Supply Chain Fundamentals, MITx
• CTL.SC0x: Supply Chain Analytics, MITx

• Spearheaded a flagship Customer Engagement Program along with marketing team for top 30 clients—designed and delivered a high-touch, first-of-its-kind experience in the vegetable seeds industry, setting a new industry benchmark for client relationship strategy.
• Coordinated strategic corporate events such as the Pinnacle Strategy Meet, Business Enabler Meet, and Operations Leadership Meeting as part of the core planning committee—ensuring seamless execution and cross-functional alignment.
• Showcased product innovation by conceptualizing and executing a Crop Show along with Marketing and R&D team for the Global CEO, VP, and key customers—highlighting a 5-year innovation pipeline and reinforcing the company’s strategic growth roadmap.
• Contributed as a club officer and member of "Resonance" Toastmasters club, Bangalore (May’24-Mar’25) for enhancing professional communication capabilities.
• Organized a Production Engineering alumni reunion (2015), increased participation by 30%, strengthening alumni relationship and engagement.