Maruti Suzuki India Limited | Gurgaon

• Deputy Manager, Supply Chain Management
  • Strategic Procurement and Supply Chain Leadership
    • Orchestrated end-to-end procurement of high-value automotive components, with an annual buying ~₹4900 crores
    • Led cross-functional teams to develop 6 new and 5 minor change models: Grand Vitara, Brezza etc; meeting target cost and product development timelines
    • Spearheaded the introduction of Sunroof and Power Seats in Maruti’s portfolio, onboarding new suppliers, ensuring plant readiness, and supplies aligning with product development milestones
    • Led successful rollout of 6 airbags for Maruti’s top 3 models (as per Government Regulation) through strong cross-functional collaboration
    • Applied data driven sourcing strategies and RFQ analysis, reducing supplier quoted prices by 3%
       
  • Operational Excellence and Cost Management
    • Implemented Sequence Manufacturing concept for JIT inventory at 3 supplier sites for Maruti’s Kharkhoda plant, reducing FG buffer inventory from 8 hours to 0.5 hours
    • Led implementation of flexible manufacturing at supplier facilities, enabling production of multiple variants on single assembly line to address demand fluctuations and inventory reduction
    • Reduced truck TAT by 2 hours through assembly shop inventory moderation—saving ₹60 lakhs/year
    • Redesigned process and implemented U-shaped manufacturing cells, reducing production lead time by over 20%
    • Achieved cost reduction of 3.5% for the assigned component categories, leveraging VA-VE, Periodic Cost Down, Yield Improvement, Process optimization etc
    • Reduced part cost by 10% through raw material (RM) price indexing and standardized future RM compensation mechanism, delivering cost savings of ₹8.5 crores against annual spend of ₹110 crores and saving 80+ manhours
    • Led benchmarking activity to assess competitor’s cost, find efficiency improvement avenues and boost company’s bottom line 
       
  • Vendor Development and Supplier Management
    • Single Point of Contact (SPOC) for 9+ glocal suppliers and managed a dynamic network of vendors supplying 10+ parts for ~22 lakh vehicles annually
    • Orchestrated annual capacity planning, collaborating closely with vendor partners to align short-term and long-term forecasts, resulting in remarkable decrease in delivery defaults from 1.5% to below 0.5% of total orders
    • Managed daily supply of components as per production requirement at 4 pan India locations, achieved zero-time defaults for 6 consecutive months and maintained a healthy annual OTIF (On-Time-In-Full)
    • Onboarded 2 new JIT seat vendor at MSIL based on OEM (Toyota) requirement, coordinated infrastructure readiness, SOP validation, and volume ramp-up 
       
  • Risk Mitigation and Business Continuity
    • Formulated a strategic roadmap for alternate sourcing and localization over the next 5 years to support new feature additions, aligned with the upcoming model launches and facelifts
    • Derisked the supply of a critical sheet metal component through alternate sourcing in record timelines of 16 weeks (against normal lead time of 24 weeks), leading to zero-defaults
    • Managed global supplier relationships for long lead-time parts to maintain consistent supply and inventory
    • Developed a comprehensive 314-point checklist for daily SITREPs of suppliers during COVID outbreak and formulated an excel analysis model for the monitoring supplier database (6000+ datapoints on a daily basis)
    • Ensured manpower preparedness and readiness for steady ramp-up post nationwide shutdown, without compromising in the product quality 
       
  • Sustainability and Carbon Neutrality Strategy
    • Deployed EV tow trucks at 3 supplier sites for internal logistics within MSIL’s Kharkhoda Supplier Park, eliminating vehicular emissions and supporting green logistics and sustainability initiatives
    • Ideated and tested castor oil–based Polyol (used in PU seat foams), achieving ~3.5 kg CO₂ reduction per vehicle, a 25% cut vs. fossil-based Polyol and contributing to Scope 3 emission reduction
    • Led initiative to eliminate Polyethylene (PE) cover from co-driver seat, cutting single-use plastic waste and supporting MSIL’s sustainability and environmental targets
       
  • Business Process Improvement and Digitalization
    • Improved end-to-end traceability through implementation of Barcode System; enhanced data-driven decision making and analysis
    • Led logistics digitalization by implementing GPS tracking in supply vehicles; improved OTIF rate by ~9%
    • Led successful implementation of improvement points in ENOVIA (Sourcing software), enhancing process efficiency and providing training to 50+ employees of the division
    • Designed and executed a centralized foreign exchange price amendment system across 20+ departments, reducing 150+ approvals to one streamlined process
    • Identified dead stock (₹65 lakhs) and developed a Reorder Level (ROL) calculator to optimize part ordering 
       
  • Cross-Functional Leadership and Stakeholder Engagement
    • Led a cross-functional team of 10+ professionals to revamp the sourcing strategy, resulting in a 20% reduction in product development timelines.
    • Conducted multiple functional trainings for 150+ Graduate Engineer Trainees (GETs), enhancing their technical and strategic capabilities.
    • Supervised a 1000+ workforce at an assembly shop during COVID for 3 months, ensuring production continuity and minimal rejection rates. 
       
  • Strategic Initiatives and Leadership Communication
    • Formulated long-term strategy on supplier development, capacity expansion, and business share, aligned with Maruti’s annual production target of 40 lakh vehicles by FY2031.
    • Collaborated with Suzuki Motor Corporation (SMC) Japan for spec seat development – a first for MSIL – aligning with MSIL’s strategy for developing premium products for high-end models.
    • Spearheaded the implementation of Maruti’s Comprehensive Excellence Framework (9-pillar model) to assess supplier performance across Finance, Quality, HR/IR, Succession Planning, and Risk; drove strategic & dynamic bidder list using analysis with a focus on scalability and de-risking aligned to MSIL’s high-volume operations.

• Earned 2 promotions in a span of 4 years on account of exemplary performance
• Employee of the Quarter award winner - 4 times in a span of 7 consecutive quarters
• Acknowledged as Consistent High Performer (3 times in 4 years)
• Recognized as Star Performer in FY21-22 (Top 10% of the company)
• Best Performance (5/184) in the On-Job-Training of the GET Batch of 2019 at Maruti Suzuki India Limited
• Earned “Student of the Year award” in Class XII for Academic excellence and leading multiple Co-ordination activities
• Ranked 2nd in district in Class XII (Non-Medical stream)
• Only Class XI student (1/55) selected for Mathematics Olympiad held at Chandigarh (2013)

• B.Tech(Mechanical Engineering), Malaviya National Institute of Technology, Jaipur

• Lean Six Sigma Green Belt | KPMG | 2025
• Finance for Non-Finance Professionals | 2019
• Introduction to Financial Markets | 2019

• PGPX Secretary, Cultural Affairs Committee – IIM Ahmedabad
• Organized various sports and team-building events across 20+ departments at Maruti Suzuki
• Winner – Maruti Inter department Cricket Tournament (2023)
• Runner up - Maruti Inter department Table Tennis Tournament (2022)
• Dance enthusiast – performed at multiple corporate events in front of 600+ audience
• Provided career counselling and educational guidance to over 25 students in the local area, assisting them in exploring various academic and professional opportunities
• Led a team of 30 at “All India Inter NIT Athletics Tournament” at NIT Kurukshetra in 2017 and Secured 4th position in 400m race with record personal best timing of 53.40 secs
• Regular Blood donor - contributing to community health with 15 donations over past 5 years
• Completed Kuari Pass trek (12,500 ft) covering 27 km over 3 days in high-altitude Himalayan terrain with sub-zero temperatures