Vijay Karande

• To drive Crane Co. strategic Sourcing Tollgate process, to manage commodity strategy development process with BUs commodity supply chain teams.
• To achieve funnel spend, spend and productivity KPIs.
• Conduct Low-Cost Country (LCC) supply market research, lead LCC supplier selection activities, lead techno commercial sourcing activities using sourcing portal Zycus (www.zycus.com)
• To sign off Long Term Agreements (LTA), to establish price review mechanism and to mitigate price rise requests from suppliers.
• To drive actions to secure requisite capacities and consolidate supplier base.
• To support SQE on actions to improve service level (OTD / Quality).

Achievements and training:

• Instrumental in closing some key projects for a BU (Crane Pumps) in mechanical and electrical commodities to create potential spend of $2.5 Mn in FY 26 (spend in FY24 was $1 Mn) and productivity of $1.1Mn (productivity of FY24 was $0.3Mn). Full volume spend potential with gradual increase is $15 Mn.
• Pushed and enhanced use of Zycus as preferred tool for sourcing to share RFQs and to get / analyze supplier commercial quotations.
• Participated in two Kaizen events (1. Standard Work – SWWF Cladding Cell, 2. Implementation of Dashboard for Crane Co India Sourcing).
• Undergone training of Project Management (www.simplilearn.com).

• To drive strategies to achieve cost saving targets NMI (Net Material Inflation)
• Rate contracts and SPIR management
• To drive actions to secure requisite capacities and consolidate supplier base
• To drive actions to maximize spend through e-sourcing
• To drive actions to improve DPO (Days Payment Out)
• To support SDE on actions to increase RDSL (Request Date Service Level)
• To support SDE on actions to reduce DPPM (Defective Parts Per Million)
• NMI (Net Material Inflation): Strategies for NMI (cost reduction, cost avoidance) through (E-sourcing using Ariba tool www.ariba.com), negotiations, alternate sourcing, regionalization & rationalization, Integrated supply chain (Make Vs Buy), margin upliftment) Analyze spend and optimize by increasing spend in BCC rather than HCC.
• Contract and SPIR Management: Contract management for LTAs with strategic suppliers. Market monitoring for raw material pricing / exchange rates through MMR (Materials and minerals review http://mmronline.com) and Onada (www.onada.com). New suppliers, new grades rate finalization, rate revisions and rate rise push backs.
• Service level improvements: Support for RDSL improvement through various tools like (RCCM, QBR/MBR, demand & forecast reviews, lead time agreements, 5 day supermarkets to support quick ship programs, supplier lean deployment, weekly CFT calls etc.)
• Capacity and rationalization: Securing requisite capacities as per internal business units demands (considering spikes) and rationalization of supplier base on the basis of quality / delivery performance and long term strategy alignment (GME classification / strategic supply partner).
• Project Procurement Management: To support AEs and Sales to negotiate better prices, deliveries and terms with suppliers at quote stage itself to increase prospects winning chances

Details of earlier roles at Emerson

• Designation: Casting team leader (Oct’16 to Mar’18)

Tactical buying of sand / investment castings for BLV and BFV

at Pune plant.

Reporting to plant purchase head and leading team of 7

people

Managed spend of $18 Mn

• Designation: Buy Out team leader (Oct’15 to Sep’16)

Tactical buying of buy out parts (gear boxes, machined parts

from plates/bars/pipes, press components, fabricated parts)

for BLV and BFV at Pune plant.

Reporting to plant purchase head and leading team of 6

people

Managed spend of $5 Mn

• Designation: Casting and Buy Out team leader team leader (Oct’13 to Sep’15)

Tactical buying of sand / investment castings, closed die

forgings and buy out parts (gear boxes, machined parts from

plates/bars/pipes, press components, fabricated parts) for

BFV at Pune plant.

Reporting to plant purchase head and leading team of 3 people

Managed spend of $3.5 Mn

• Designation: Buy Out team leader Team leader (Apr’09 to Sep’13) Till this time it was Virgo

Tactical buying of buy out parts (gear boxes, machined parts

from plates/bars/pipes, press components, fabricated parts)

for BLV at Pune plant.

Reporting to plant purchase head and leading team of 7 people

Managed spend of $7.5 Mn (in FY13)

• Designation: Buy Out buyer (Nov’07 to Mar’09)

Tactical buying of buy out parts (Graphite, bearings, finished

balls, finished seats, seat insert like (Devlon, Peek, PCTFE, coil

springs) for BLV at Pune plant.

Reporting to plant purchase head

Managed spend of $0.5 Mn

• Managed plant level purchase of raw materials like aluminum extruded profiles/bars, aluminum GDC/PDC, machined parts from plates/bars for Crane make actuators and customer recommended Actuators and Accessories for the Valves (Flow control valves, Positioners, Solenoid Valves, Limit switches, AFRs. etc).
• Www.cranecpe.com

• Managed PPC function (co-ordination within functions, preparation of working plans, scheduling, line balancing, loading, routing) and handled purchase for fasteners, machined parts.
• Www.ctr.in