John Richard
Head - Global Capability Center IT
Chennai,TN
Summary
Accomplished Manager recognized for leveraging strong team leadership and development to drive forward progress. Highly organized, detail-oriented leader skilled in directing high-performing teams to develop solutions and solve operational and technical problems. Success implementing systems across multiple operations with superior organizational and communication skills.
STRATERGY/PLANNING & OPERATION / SUPPLIER DEVELOPMENT / PROGRAM PLANNING / STRATEGIC SOURCING/ PROGRAM MANAGEMENT/DIGITILIZATION/TRANSFORMATIONAL OFFICER
‘The bigger the challenge…..the better’
Overview
17
17
years of professional experience
5
5
years of post-secondary education
4
4
Languages
Timeline
Head - Global Capability Center IT
Daimler India Commerical Vehicles
01.2020 - Current
Head - Consolidation Center (Supplychain)
Daimler India Commerical Vehicles
02.2018 - 01.2020
Senior Manager - Strategic Sourcing
Daimler India Commerical Vehicles
09.2014 - 01.2018
Senior Officer
TOYOTA KIRLOSKAR MOTORS PVT LTD
09.2012 - 09.2014
Manager
ASHOK LEYLAND NISSAN LIMITED
12.2008 - 09.2012
Asst. Manager
TATA MOTORS LTD
10.2007 - 12.2008
ENGINEER – BUSINESS DEVELOPMENT TEAM
HANIL LEAR INDIA PVT LIMITED, Hyundai Motor and Lear Corporation
06.2005 - 10.2007
Mechanical
Sathyabama Deemed University
04.2001 - 05.2005
High School Diploma -
St. Patrick’s Anglo Indian Higher Sec School
05.2000 - 04.2001
MBA - International Business
Pondy Loyola Twinning Program
Work History
Head - Global Capability Center IT
Daimler India Commerical Vehicles
Chennai, India
01.2020 - Current
- Responsible for generating growth through new revenue streams from global clients in IT, Strategies’ and planning, Operation of AMS & CR projects across webapps & Mobility, SAP, CRM etc.,
- Headed Digitalization arm of the organization and have vast experience in setting up teams/process/drive/reports across the organization and reported to CEO, was also instrumental in a very quick implementation of ideas and secured budgets for same.
- New Revenue Stream: Added new center of competence on SAP by expanding the team from 3 to 20 SAP consultants, RPA technology from nil to 3 developers and data analytics, which helped the organization to triple the revenue and a road map to sustain growth.
- Team Upsizing & Knowledge Retention: increased internal team size from 7 to 28 to ensure better efficiency and productivity, built in-house strategy to withheld best resources and focused on structuring documentation and thus ensuring knowledge base retention.
- Empowerment: Introduced six vertical functions within the IT Global Capability portfolio and empowered each vertical to focus on new business, process and compete internally to get the best out of every vertical
- Operations: Handled close to 50+ FTE both internal and external on AMS/new projects successfully without any major SLA breach.
- Handled 8 clients/external stakeholders successfully without any challenges during the pandemic and brought growth during hardship.
- Revenue + Profit: Ensured YoY ~70% growth from 2020~2021 even through the pandemic and ensured higher EBiT returns upto 19%
- Strengthening Governance: Setting the basics right and upskill employees by training and ensuring a more stable and structured operation of services
Head - Consolidation Center (Supplychain)
Daimler India Commerical Vehicles
Chennai
02.2018 - 01.2020
- Responsible for E2E supply chain of part exports from India to other Daimler entities
- Led both planning & operation function
- Customer focus: Organized periodic workshops with customers to align planning funnel timeline
- Vendor scheduling: Set up a new process of supplier management within Consolidation center to focus on backlogs
- Order management: Fulfilling customer needs and demands in VUCA environment, being agile to ensure ‘zero’ line stop at customer end, established firm process and communication model
- Operation: Handled 3PL warehouse outside the plant and established new warehouse inside, to reduce operations cost (Tax incentives) and increase turnaround time & containerization of pallets
- Packaging: Benchmarked export packing; introduced GLT, KLT concept & standard packaging for best utilization and ease of handling
- Chievements:
- Implemented CC-In-house bringing in an additional EBiT of 3 Cr INR / annum
- Enriched team morale and enhanced efficiency of team members
- Generated revenue of 585.5 Cr INR and Contribution of 87.3 Cr
- INR to DICV in 2018
- Started GMDT transmission from CC-India in-house; 10K plus transmission dispatched
- Initiated and promoted cost reduction and value engineering drive in 2018~19
Senior Manager - Strategic Sourcing
Daimler India Commerical Vehicles
Chennai
09.2014 - 01.2018
- (Emerging Market Office & Supplier Integration, Procurement Division)
- Project manager responsible for sourcing of commodity from best cost country, lead for pre-supplier selection audits and responsible for strategy & system initiatives within procurement
- Supplier evaluation methods and training in India: New supplier evaluation and requalification based on global procurement process
- Emerging market sourcing: Lead for EMO-India, ensure best competitive offers for every RFQ from developed countries and handled projects until successful implementation
- External score card for suppliers: Implemented EBSC process in India, supplier rating based on quality, cost, delivery and design
- SSD 2.0: Strategic supplier development initiated in Daimler India, handled 28 projects, with support from a small team
- Walk-in training zone: Conceptualized the idea in target setting workshop and successfully rolled out in Daimler India; benchmarked by global team for leadership 2020 office zone
Senior Officer
TOYOTA KIRLOSKAR MOTORS PVT LTD
Bangalore, India
09.2012 - 09.2014
- Chassis & Units, Purchase Division, Techno-commercial executive responsible for sourcing chassis parts for all new SUV models based on QCDM parameters
- New product development: Initiate RFQ process, cost estimation, source finalization, simultaneous engineering (VE), tool development, trials, process establishment & mass production readiness
- Project management: Cross-functional meetings & audits, open issues management, time-to-time communication of various project requirements, evaluation of supplier facility & infrastructure development
- Annual price review: Analyze market trends and finalize part price with supplier, co-ordinate and develop cost reduction ideas with supplier
- Target value system: Set targets, expectations and roadmap for supplier to develop their capabilities and performances in cost, quality, and delivery
- Project in charge: Responsible for coordination within Toyota group for monitoring project milestone, manage cost at project phase and interact with cross functional department/division to communicate concerns and report to management
- Responsible for supplier development which includes monitoring their performance in delivery, cost and quality parameters, capacity study and implementation of engineering changes / process changes, implementation of improvement plans and assisting suppliers to achieve long term preferred supplier status
- Ith just seats & plastic expertise, took up a challenge to be buyer for a new commodity; target was to increase the localization in front axle, propeller shaft, rear axle, transmission and transaxle parts
- Learnt new methods of planning, scheduling, visualization and continuous improvement
- As a quick learner grasped all required techniques and information from mentor, implemented them, and succeeded the project in a short span
- Ctivity summary: Localization strategy preparation Visualization & roadmap for localization Drive implementation Strategy, supplier selection, negotiation and development
- Ocalization Activity:
- Identify target parts for localization
- Strong supplier identification, evaluation and selection activity, supply base study & benchmarking with other OEMs
- Localization feasibility study with suppliers in terms of cost & manufacturability
- Establishing target cost of parts planned for localization & align with TMC(Jp)
- Prepare should-be-cost by zero based technique
- Cost merit analysis study with importing countries & ensure local cost competitiveness
- Based on strategy, set model wise localization target & create localization roadmap
- Discussion with CFT (PDD/PPMD/Quality/PCLD) to make one voice and derive firm implementation timing
- Follow-up with TMC designers/planning for ECI release along with CFT support
- Lead & drive production preparation team for part development & implementation
- Chievements:
- Innova:
- Front Axle: Localization enhancement by 3% (sintered Part, seals, stamping parts)
- Propeller Shaft: Localization enhancement by 2% (spider, bearings)
- Rear Axle: Localization enhancement by 6% (seals, bearings, differential)
- Rear Axle tube length optimization: Saving of 12 Mil INR / annum
- Fortuner:
- Rear Axle: 100% Localization of Assy and 35% child parts localization
- Front Axle: Enhanced localization by 15%
- Transmission parts: Localization enhancement from 11% to 40%
- Etios:
- Localization of transaxle: Localization level achieved 56%
- Hose clamp localization : Cost merit 8.0 Mil INR
- Study for localization of BMC: Diaphragm, LSPV
- Earning:
- Toyota new product development cycle, project management
- Visualization techniques, cost planning activities
- Commodity wise strategy preparation
Manager
ASHOK LEYLAND NISSAN LIMITED
Chennai, India
12.2008 - 09.2012
- Responsible for E2E sourcing, planning, organizing, developing and managing of Concept stage to mass production of all Interior & exterior plastic injection molded, blow molded parts, seating system, steering wheel, seat belt, plastic fasteners & cabin handles for the LCV truck project
- FT member in tool transfer activity, value addition & value engineering projects and cost reduction
- Key accomplishments:-
- Developed Seating system for 2.5T, 3.5T & 1.25 T LCV Trucks
- Managed and directed all phases of project life cycle, from needs, assessment through implementation, delivering 45% cost down and 30% weight reduction
- Sourced and developed dashboard, FRT bumper, FRT grille and all exterior, interior plastic injection molded parts, blow molded components for the truck cabin, closely worked with vendors right from concept level
- Sourced and developed functional parts like steering wheel, seat belt, handles for the Dost truck
- Implemented best practices on key areas such as supplier selection, supplier evaluation, supplier performance scorecard
- Developed new supply base inline with company's policy and achieved target cost by zero based costing and effective negotiation with overall saving of 20
Asst. Manager
TATA MOTORS LTD
10.2007 - 12.2008
- Strategic sourcing - Responsible for sourcing & vendor development - seating system, plastic parts, seat belt, screw jack and after-sale accessories
- Cost conscious sourcing decision, Japanese quality at Indian cost was the mantra
- Ey accomplishments:-
- Developed both driver & passenger seats at best cost of just INR 2500/set
- Developed plastic parts (interior & exterior), accessories like body skirts & spoiler in timeline driven environment, ensuring cost targets are met to produce world’s cheapest car
- Developed screw jack & tool kit with VA/VE ideas to optimize design, part & development cost
- Strategic sourcing of vendors from around the world with close interaction and network
- Achieved weight & cost reduction of 15% in seating system, suggesting valuable inputs during design stage prioritizing cost
- Worked closely with suppliers in vendor park - new project starting from construction stage
- SPoC for quality and delivery of parts in Singur, West Bengal plant
ENGINEER – BUSINESS DEVELOPMENT TEAM
HANIL LEAR INDIA PVT LIMITED, Hyundai Motor and Lear Corporation
06.2005 - 10.2007
- Achieved fast track promotion from graduate engineer trainee
- Responsible for all operational and business development activities from start-up, new program, planning and development
- Established highly technical vendors and subcontractors
- Reduced part cost by 30% for projects like Hyundai Verna, Getz, Santro & i10
- Key accomplishments:-
- Directed strategies for prototyping, research and development, for seating system of Verna project, objectives met with regard to cost / timeline / quality / performance
- Awarded ‘CAR OF THE YEAR – 2007’
- Led projects involving re-engineering
- Managed projects of GETZ, SANTRO and SONATA, facelift by indigenous design, supplier validation and value addition
- Awarded ‘CAR OF THE YEAR 2005’
- Planned, measured, purchased and coordinated development of all seat parts from different suppliers, and involved in tool development & manufacturing fixtures at supplier location
- Worked closely for alternative material analysis, bench marking & design validation
- Increased productivity time to market, met product start-up deadlines flawlessly by team persuasion and team work, led deletion of builds drastically (First time right)
- Benchmarked and implemented best practice methodologies, through cost effective suppliers and reviewed program at all stages with CFT, purchase, finance, marketing and suppliers
- Developed fabric for seats, vinyl, PU foam, mechanism & structure
- Strived for achieving 100% localization of all seat commodities, achieved 100% localization of Verna & Getz facelift development
- AREER CREDIT
- Achieved ‘BEST EMPLOYEE’ and ‘BEST SUGGESTION’ award in Hanil Lear
- High negotiation skill during cost finalization
- Introduced ‘ACTIVE HEADREST’ replaced up/down head rest (saved Rs
- 4.17 cr & -17% process time)
- Introduced new technology, Foam in Place (FIP) first time in India
- VA/VE design & cost reduction done for 7.0 Cr INR / annum on seating
- Concept seats designed to display in Auto Show with airflow inside foam
- Value engineering done for plastic parts with the savings of 2.0 Cr INR
- Localized slider & recliner mechanism in India
- Developed seating system for world’s cheapest car Nano
- Achieved a cost saving of 30% by reduction in tool cost & part cost for seating & seat belt (Dost)
- Achieved cost reduction for plastic parts & steering wheel by negotiation (4.0 Cr INR saving)
- ERSONAL DETAILS POST GRAUDATION : MBA – International Business from Pondy-Loyola (Discont.)
Education
Mechanical
Sathyabama Deemed University
04.2001 - 05.2005
High School Diploma -
St. Patrick’s Anglo Indian Higher Sec School
Chennai 05.2000 - 04.2001
MBA - International Business
Pondy Loyola Twinning Program
ChennaiSkills
Strategic planning
Staff Management
Policies and procedures
Business Development
Improvement initiatives
Project Management
Business planning
Key Performance Indicators
Financial Management
Coaching and mentoring
Negotiation
Client account management
Performance improvement
Exceptional interpersonal communication
Budget administration
Deadline-oriented
Recruitment
Strategic planning skill
Team leadership expertise
Training and development background