Chinmay Patil

• Establish trusted partner relationship with broad category network including site leadership (MTAC and supply chain) and global disciplines (Safety, Engineering, Market Intel, Data science, Finance etc.)
• Assess supply chain performance and gap to potential of each Shell site, using standard category framework known as MTAC SC Ultimate Potential
• Co-create short term and long-term plan with site team to close identified gaps and attain top quartile position over five-year horizon
• In collaboration with GCM, create global category strategy focusing on value levers including demand, productivity, specifications, technology, contract utilization and rates optimization
• Create, manage, and disseminate category guidelines and templates outlining best practices to help frontend supply chain teams to deliver category transactions efficiently
• Oversee team with diverse backgrounds to create welcoming, cooperative cultures that support end-to-end delivery

Achievements

• Spearheaded MTAC SC UP program's implementation in Asia and Oceania region unlocking $30M (circa 15%) cost reductions for key assets such as QGC Australia (Integrated gas – midstream, upstream), Prelude Australia (FLNG) and Bonga (FPSO)
• Introduced competency matrix of world's leading MTAC suppliers to aid in market analysis and contract portfolio optimization
• Developed and introduced category guidance on MTAC KPIs and commercial models for frontend team

• Assist senior leadership as a reliable business partner by understanding business goals, ensuring early involvement in important initiatives, and establishing functional deliverables
• Manage global category strategy in coordination with GCM
• Lead global framework agreements tendering, negotiation, commercial modelling, contract administration, localization and supplier relationship management
• Collaborate closely with site supply chain operations teams and coach them to enhance their skillset

Achievements:

• Developed and negotiated commercial models for RE Framework Agreements, resulting in a $42M savings on a $200 million spend and localized 150+ contacts globally
• Delivered 41% savings for a strategic single source negotiation by introducing new commercial model, offshoring & specification optimization

• Support facilities spend for newly built and rapidly expanding global capability centers (GCCs) and research and development hub (Tech lab) offices in India
• Improve cost of value to be acquired for operational and tactical spend of $20 million

Achievements:

• Successfully converted $10 million supply chain non-influenced spend to SC managed spend
• Implemented business critical PAN India taxi contract to save 30% on $8M spend

• Plan, create, deploy, and monitor strategic category management initiatives aligned with Honeywell Process Solutions' annual operation plan and long-term Strategic Plan (STRAP) for annual category spend size of ~$5M to $8M
• Manage third-party spend cycle for O&G sales and distribution terminal automation projects in India, with a budget of around $3 million per year
• Improve project win rate by negotiating competitive deals for third-party purchased components

Achievements:

• Implemented creative sourcing tactics, including rebranding, strategic supplier development, and pre-negotiated price books, to establish competitive edge and project profit margins improvement up to 5%
• Deployed standard tools, reporting and governance for field instrumentation category improving spend under management