Vikram Gupte

Key Result Areas: Purchasing New Product Launches
• Managing the implementation of India 2.0 SUV, Notchback and Model Year Projects for smooth launch till SOP+3 months
• Heading Technical Change Management for the MQB Platform Projects
• Managing a team of 110 members for the Implementation activities from Purchasing
• TÜV SÜD certified Internal Auditor and Area QMS Coordinator for ISO 9001:2015 certification
India 2.0 Project:
• Facilitating the review of the critical parts' status in the bi-monthly Supplier workshops
• Presenting the Project status to the Volkswagen and Skoda Boards in the Pilot Hall meetings
• Ensuring timely cost and time line inputs provision for FAKOM and Model Year Vorlage approvals
• Coordinated with the External Affairs and the suppliers for the legal requirement of the ISI marking on alloy and steel wheels

PQ Bridging Strategy, Audi and India 2.0 Project:
• Tracked the India 2.0 Nomination status weekly followed by their Commitment meetings' sign off
• Ensured smooth transition from PQ to MQB Projects by providing the EOP and the affected volumes to the buyers, Supplier Readiness Management and the After-Sales support teams
• Saved 75,000 € by driving the ISI marking legal requirement in the glasses as a running change

PQ Bridging Strategy, Model Year and CKD Plant Projects:
• Did project coordination for new localization potentials for Volkswagen Passat B8 and Audi (Q7, Q5, Q3, A8, A6, A4 and A3)
• Evaluated and implemented more than 1,000 technical changes per year for Volkswagen (Passat B8, Tiguan, Jetta, Polo, Vento and Ameo), Skoda Rapid and Audi (Q7, Q5, Q3, A8, A6, A4 and A3)
• Executed Strategy-2022 for the Sub-cluster Supplier for the readiness of the future India 2.0 Project
• Executed legal requirements from the Government of India viz. RFID tag and FAStag
Highlights: • Managed the execution of New Projects activities from Germany for 1 month in Jan 18 and 1.5 months in Feb 19 • Ensured successful implementation of the PQ Bridging Strategy (2020, 2019 and 2018), Ameo (2016), Vento GP (2015), Polo GP (2014) and Model Year Projects within the approved budget and time line of 1.5 years • Evaluated and implemented complex projects viz. Platform adaptation of 1.0L TSI and 1.0L MPI engines, Pedestrian safety, LED Headlamp, Rear View Camera and 16” alloy wheel post benchmarking • Evaluated and implemented Special Models viz. Matt finish, Allstar, Allstar NF and Polo Original

Highlights
• Procurement Program Manager; managed up to 7 new seat programs simultaneously within specifications, timeline and allocated budget
• Managed tooling costs within the allocated budget of $ 9.0 Mio for these projects
• Worked in coordination with suppliers for completion of IMDS and MMA activities for the production readiness
• Generated proposals and executed various cost savings ideas to bring annual savings of $ 450,000

• Acted as Offshore Lead and drove the SAP implementation project for TAMCO in Malaysia

• Structured and conceptualized process repository for implementing solution at client end for up to 80% readiness as a Business Analyst

• Ensured utilization of SCOR modelling, ARIS and SAP SolMan for Business Process Management of Make to Stock and Made to Order manufacturing strategies

• Recognized and created a readymade solution fitting to 70% client requirement

• Reduced Product Lifecycle by 1.5 years by using Team Centre Engineering and Unigraphics-NX3

• Worked closely with North America, Europe and Australia for the development of engine programs

• Performed Tolerance Stack analysis that gave critical inputs for change in the Product Design

• Managed a 12 members team from the Strategic Sourcing in raw material replacement of timing gear cover leading to savings of INR 3,000,000 annually
• Exceeded savings by INR 2,000,000 annually through execution of various cost reduction projects

• Contributed in ‘First Time Right' design of Ford crankshaft leading to generation of 3 additional orders for development and production using AutoCAD and Unigraphics

• Played a key role in Die Index Analysis of connecting rod dies leading to cycle time reduction by 15%

• Did Yield and Process improvement projects by using 3D Deform and reduced raw material use by 4%