SACHIN CHAUHAN

With 15 years of consulting and industry experience, I am a well-established specialist in sourcing, purchase, cost, and program management. I bring a fresh vision and creativity that directly impact business performance. My expertise lies in supply chain transformation and cost reduction strategies, with a proven track record of successful projects. I possess extensive global exposure and enhanced skills to drive winning strategies.

• Adoption of S2P tool to 95% stakeholders and implementation kick off Rs 60 Mn in indirect purchase at Deepak Fertiliser within a short span of 3 months.
• Successfully launched HyRyder/Grand Vitara Rider as a project coordinator at Supply Chain vertical level managing four-party meetings, MSIL supplier's milk run delivery preparedness at Toyota and transfer pricing calculation to Toyota with zero error in FY 22-23.
• Achieved annual Cost Saving of Rs. 600 Mn through commodity localization for Gujarat plants in FY 19-20.
• Strategic/Bundled Sourcing NVH components for 3 models (New Alto, Celerio, S-Presso) leading to Price reduction of 4% per model and further reduction @ 3% YOY for next 5 years. Overall Cost saving of Rs 570 Mn in FY 17-18.
• Cost saving was achieved through procurement routing change of the Height adjuster of the Front Seat resulting in a cost reduction of 40%. Annual Cost saving of Rs 600 Mn. in FY 15-16.
• Weight reduction, import content reduction and cost saving for MSIL models. Implementation of Single side Recliner in major models achieving weight reduction by 1200 Grams & savings of Rs. 360 million in FY 13-14.

• Program Manager for MSIL New Plant being set up at Kharkhoda for 1 Mn vehicles. (2022-2023).
• Program Manager for Electric Vehicle (EV) at Supply Chain vertical level (2021-2023).
• Lead for JV/Consortium strategy for sourcing of EV parts.
• Management of overall Tooling Budget, ideation of Sourcing strategy of EV components (Battery, E-Axle, ESU Charger, UHT Sheet Metal).
• Program Manager for Grand Vitara/HyRyder at Supply Chain vertical level (2021-2023).
• Section Head for NVH, Hoses, Sunvisors, Roofliners commodity section consisting of 5 buyers and handling overall turnover of Rs 700 Cr spanned across 36 suppliers (2016-2021).
• Person in Charge of Seat commodity (inclusive of seating mechanism) with a supplier base of 22 suppliers and turnover amounting to Rs. 1300 Cr annually (2011-2016).
• Person in Charge of for Glass commodity and Seat Mechanisms with a supplier base of 8 suppliers and turnover amounting to Rs. 600 Cr annually (2009-2011).

• China: Successfully completed product development, commercial finalization and process approval at Johnson Controls, China for Celerio Rear Seat Lock in FY 12-13.
• Taiwan: Ensured Successful Tool Buyoff for High Tensile Tools being developed first time for Baleno at M/s Y-Tec, Taiwan in FY 14-15.
• Korea: Ensured Successful Tool Buyoff for Tools being localised 1stfirst time from Japan to Shin Yong, Korea for Child parts of Seats for Wagon R in FY 15-16.
• Japan: Successfully conducted Techno-commercial reviews at Suzuki Motor Corporation, Japan for New Generation Seat of New Ertiga in FY 16-17.

• Program Manager for multiple workstreams for leading chemical company in fertilizers space, Deepak Fertilizer.
• Led Ivalua (S2P Tool) Implementation, adoption and BPR for procurement process.
• Identified Cost saving initiatives through consolidation and Spec change levers in MRO and packaging area
• Redefined Item/category/Supplier mapping to leverage volumetrics for current and future organization structure design and spend analytics
• Program Manager for Category Strategy for Saudi Arabian Railways
• Analysed Historical spend in Buildings & IT Categories and recommended potential taxonomy & key procurement strategies
• Aligned 40+ projects with applicable strategies
• Engagement manager for a diagnostics program for Exide Industries
• Conducted assessment workshops with multiple stakeholders across plants to identify procurement processes challenges /gaps
• Worked jointly with Ariba/RPA team to recommend the to-be tech roadmap landscape across S2P Value chain
• Engagement Manager for a dipstick study for a leading 3W battery manufacturer (Eastman Auto)
• Identified quick wins ~ 1.2% of total revenues including benchmarking, re-defined dispatch process and procurement strategy across plants
• Lead member from PwC's Supply chain transformation team for ideation of successful multiple business development proposals including Adani GCC, Dalmia Sugar Procurement BPR and S2P tool implementation, Direct cost reduction for BAXY automotive, SMNM inventory process for Polycab
• Consultant for procurement process setup and purchase centralization for a SME
• Conducted detailed as-is process assessment for End-to-End S2P value chain and recommendation of operating model
• Secured 1.1% direct material cost reduction via consolidated purchasing across plants, purchase process efficiency improvement
• Program Manager for New Plant Setup for 1 Mn vehicles capacity for Maruti Suzuki Supply hain Vertical
• Landscaped supplier park accommodating 33% volume increase in only 10% additional space through part-space-supply
• Facilitated carbon neutrality/reduction by 15% through sequence manufacturing of major steel and interior parts.
• Program Manager for New Electric Vehicle (EV) & 2 Cross badging models in Supply Chain Vertical level for Maruti Suzuki and Toyota
• Led PMO for sourcing of High Tensile, Ultra High Tensile Steel parts by redesigning the critical, sourcing methodology and project kick-off
• Led PMO for implementation of 25% transportation cost reduction by milk run method for non-localized vendors
• Section Head for auto parts leading a team of 5 buyers, turnover of Rs 7000Mn spanned across 36 suppliers at Maruti Suzuki
• Engineered 9% cost reduction through commodity localization for greenfield project in Gujrat through optimization for approval process
• Delivered 4% cost reduction through bundle sourcing and restructuring the RRFQ structure
• Buyer for auto parts (Seats: Sheet metal, PU, Plastic) with annul buying of Rs 13000Mn spanned across 22 suppliers at Maruti Suzuki
• Redesigned the sourcing formats at RFQ stage to cater to RM/FE compensation through indexation