Individual Research Live Project- Diversification & Expansion of Electric Vehicle Mobility:
- Strategic Analysis: We are conducting an in-depth study of operating business model, identifying structural challenges and recommending solutions for operational efficiency and profitability in EV mobility.
- Expansion Framework: We are developing strategies for domestic and international growth using cultural models, emphasizing local adaptations for employment, service, and infrastructure needs.
- Competitive Positioning: We are applying multiple frameworks to assess different market positioning and propose actions to enhance differentiation and sustainability in a competitive landscape.
- Scalable Solutions: Working on hybrid fleet models, infrastructure partnerships to balance growth with profitability, ensuring long-term success in the evolving EV mobility space.
Associate Manager | Bharat Aluminium Company Ltd, Vedanta Resources Plc | Chhattisgarh
Supply Chain Management, Operations Strategy & Digital Transformation
Supply Chain Management, Operations Strategy & Digital Transformation
- Led a team of 24 to oversee the outbound logistics for 48,000 tons of finished products valued at $1.2M/month by managing transportation, ensuring on-time delivery, and facilitating seamless distribution through multiple modes.
- Achieved the highest quarterly dispatch in three years and ensured uniform inventory flow with zero stockouts, resulting in an 8% cost reduction and yielding a NEP (Net Economic Profit) of $170 per ton by revitalizing the domestic market.
- Led the multimodal logistics of the coal supply chain with a 14-member team, overseeing multiple transportation modes with an annual spend base of $225M, ensuring coal availability for uninterrupted power generation.
- Optimized RFX processes for logistics providers, negotiating multi-year vendor contracts, resulting in 12% cost savings through performance-based pricing and optimized logistics solutions.
- Pioneered the digital transformation of logistics by implementing an integrated transport management system, reducing turnaround time (TAT) by 25% and enabling nationwide shipment tracking.
- Led the Coal Crack Team, handpicked by the CEO, ensuring 100% domestic coal availability and reducing import dependency through demand forecasting.
- Managed budgets for spot and special forward auctions, achieving a 6% cost reduction by monitoring spending closely and collaborating with internal stakeholders (e.g., finance, legal, operations).
- Supervised the development of a private railway siding, managing pre-sign diligence, sign-to-close planning, and post-close execution, reducing transportation costs by 18% through supply chain reliability.
- Deployed a smart warehouse solution using IoT and predictive analytics at plants and depots to enhance process efficiency and provide real-time operational insights.
- Streamlined procurement processes using SAP ECC, S/4 HANA, and ARIBA for vendor management and inventory control.
- Managed the migration of the billing & payment solution from SAP SRM to SAP ARIBA, achieving synergy with IT teams and reducing the vendor payment cycle by 15%.
- Conducted comprehensive vendor site audits alongside a cross-functional team, assessing quality standards, safety protocols, and environmental compliance to ensure alignment with regulatory requirements.
- Orchestrated alternative vendor development, driving business growth by securing contracts and enhancing supplier relationships through diversification
Account Management, Business Development, Product Management, & Client Engagement
- Oversaw the P&L for rolled product clients, driving profitability optimization by tailoring pricing models and segmenting customers based on revenue, increasing margins by 8%.
- Evangelized Quarterly Business Reviews (QBRs) with automotive clients to identify bottlenecks, conducted competitor analysis and used consultative selling to propose lightweight aluminum extrusions that secured a price premium.
- Created new business channels for retail buyers using strategic financing models, boosting market share and sales growth by 4%.
- Managed the product lifecycle of 'Flip Coils' and introduced modular designs for the construction sector, enabling 14% faster customization and securing early adoption by 11 strategic clients, generating $3.2M in new business.
- Orchestrated the roadmap for 'Restora' (Sustainable aluminium product), aligning it with the Chairman’s vision and formulating the GTM strategy across markets through collaboration with R&D teams, driving $1.4M in revenue in FY24.
- Collaborated closely on the UI/UX design of a dashboard and rolled out a new CRM tool, enabling cross-functional teams to track customer interactions and order histories, improving CSAT and enhancing repeat orders by 15%.
- Managed and interfaced with multi-disciplinary departments (production, finance, marketing, and CTS) to implement impact initiatives, achieving a 33% reduction in client complaints in Q2, FY23.
- Represented Vedanta at industry conferences, leading customer discovery, creation efforts, and brand management, building relationships with potential clients, contributing to market share growth.
- Leveraged digital twins to optimize asset utilization in the manufacturing of Ingots, identifying potential bottlenecks and proactively scheduling maintenance activities. This improved equipment uptime by 20% and contributed to seamless product delivery across markets.
- Developed predictive demand models using historical data and market trends, improving production planning accuracy by 20% and reducing stockouts by 15%.
Assistant Manager | Bharat Aluminium Company Ltd, Vedanta Resources Plc | Chhattisgarh
Cross-Functional Stakeholder Management, Sustainability & Analytics
- Spearheaded high-stakes linkage auctions, managing procurement, inventory, and stakeholder relations for 0.6 million MT, minimizing losses by 16% of annual contractual quantity while ensuring safety compliance.
- Coordinated with Coal India Limited and State Government officials, successfully securing regulatory approvals for two projects over eight months in Q4, FY21-22.
- Handled refunds and reconciliations of coal under Fuel Supply Agreements (FSAs) and Power Purchase Agreements (PPAs), resulting in an 8% increase in refunds through collaboration with the Quality Council of India (QCI).
- Developed business plans and intelligence reports by building real-time dashboards aligned with LME trends, reducing coal costs by 7% through optimal sourcing strategies.
- Evaluated service provider performance by creating scorecards with new KPIs and proxy indicators, enhancing contract efficiency and improving provider performance by 9%.
- Spearheaded the decarbonization of logistics by transitioning the LMV fleet and inducting EV forklifts, reducing carbon emissions by 20% and cutting costs by $3M annually, aligning with Vedanta's ESG objectives.
- Ensured compliance with the Renewable Purchase Obligation (RPO) by optimizing procurement strategies for the captive power plant, sourcing renewable energy credits and contributing to ESG goals and cost efficiency.
- Pioneered the use of recycled packaging materials—including wooden pallets and aluminium straps—reducing packaging-related emissions by 15%, contributing to sustainability goals.
- Drove cost reduction initiatives by identifying operational inefficiencies through process audits, onboarding consultants, and benchmarking contracts to ensure better value, leading to a 13% increase in margins.
- Coordinated with C-suite executives to develop and implement a talent acquisition strategy, optimizing recruitment processes and reducing time-to-hire by 20%.
- Partnered with cross-functional HRBPs to assess skill gaps and drive L&D programs, elevating employee productivity and increasing retention by 15%.