MTN
Management Development Institute
دبي الإمارات العربية المتحدة
١٢ ألف متابع
أكثر من 500 زميل
نبذة عني
مقالات Gaurav
النشاط
١٢ ألف متابع
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Gaurav Sharma نشر ذلكProcurement in Ai first world will belong to builders! Whether it is about a platform, process community or category! Software advantage is gone! Infact, most of the procurement tech platforms that are doing pure software play are going to struggle a lot in second half of 2026 and throughout 2027! Software play alone dos not provide any defensive advantage and it can disappear in matters of weeks now! That’s why Coupa is on shopping spree! On the path of becoming a marketplace of apps rather than remaining as pure software play. SAP has been lagging behind and I don’t think their much delayed AI agent approach will benefit their value proposition! That’s pure software play! They are following the buzzword bandwagon because that’s an easy thing to do! AI bots have notoriously poor adoption! Ask Microsoft and their co-pilot adoption numbers and you will understand. But, what’s in it for CPO. Well, the smarter CPOs are building their own data layers now and instead of locking themselves with a procurement software provider and surrendering to their architecture, they are building rip and replace capabilities. This will shut down 90% of noise regarding endless integrations and change management. The data layer stays same, the UI stays same! It’s only the engine that powers the use cases gets changed without any impact on users. Procurement can’t stay in endless spree of tool shopping! The real value is in using the data and building use cases around it! Hence; my statement, procurement will belong to builders! I also don’t think you can follow templates, forms, framework! Those were good when operations were manual. Now, they are effectively collection of prompts. That’s just my opinion! Two things however won’t change in procurement! Getting real cash savings (last year price versus your current price) and speed to market (not cycle time but speed to market).
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Gaurav Sharma شارك ذلكThis one deserves a special mention! There is a lot going on in the Digital Procurement space right now with AI, ML, AI agents, Orchestration, and everything! But what really delivers value is executing high-impact use cases at enterprise scale! Competing against some of the best in-class players in Digital Procurement is exciting, but putting your in-house-built platform to the test against leading enterprise solutions and then coming out a winner is a rare feat. I am incredibly proud of the work our Group Chief Procurement Officer, Andrew Savage, and the entire MTN GSSC-Global Sourcing and Supply Chain team have done. Our in-house built procurement intelligence engine, Px360, has been recognized as a winner in the Amazon Business Digital Impact category! Huge thanks to Jacqueline de Winnaar, MBA, for being a fantastic ambassador for the team and for the energy and spirit she brought along with it! Thanks to Procurement Leaders | A World 50 Group Community as well for organizing yet another stellar event that brings the procurement community together.Gaurav Sharma شارك ذلكAn incredibly proud moment for me as Group CPO..... Last night, MTN GSSC-Global Sourcing and Supply Chain won the Amazon Business Digital Impact Award at the World Procurement Awards in London, beating off some fierce competition from some of the world's greatest organisations. What makes me proudest is that our winning solution was built inhouse by our own teams. No theory, no hype, no 'we're currently building'. This is real AI capability delivering real, tangible impacts: • 95% reduction in negotiation prep time • 20,000+ suppliers continuously screened • 1,000+ days of productivity unlocked The real value here is how this will impact our stakeholders: faster decisions, smarter collaboration, better resilience and more time focused on growth and innovation. Procurement is changing. Fast. At MTN, we are not building the future, we already built it. Thanks to our incredible Group CFO, Tsholofelo who continues to challenge us to do more. Thanks to all my colleagues and in particular Gaurav Sharma who continues to build awesome innovations alongside his team. Thanks also to Jacqueline (who looked utterly fabulous) for representing our team over in London.
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Gaurav Sharma شارك ذلكThis is incredible stuff, and I think Procurement negotiations will get more interesting now. I have been arguing that, in an AI-first approach, the usual method of negotiating unit prices won't be efficient. So, in summary, instead of selling data-based packages, major telcos in China are setting token-based packages, and it makes total sense. For 30 years, telco procurement has bought connectivity in GB/Mbps and compute in cores/instances. Now, Telcos are quickly pivoting their revenue models because they can no longer generate revenue from selling connectivity. Token-based pricing is complex and not a clean commodity/TCO-driven. Why? Here are a few reasons: 1.) Input vs. output tokens are priced differently 2.) Model choice changes consumption by 3-5x for the same task 3.) Context window size compounds the consumption. Let me simplify it further on why it will make procurement negotiations interesting. A GB is a GB. A seat is a seat. But tokens can't be compared or consolidated like that. For example, the same business task ("summarize this contract") can cost wildly different amounts depending on: a.) Which model's tokenizer is used? Chinese characters often split into 2-3 tokens vs ~0.75 tokens per English word, which is why Chinese telco pricing looks aggressive but isn't directly comparable b.) Also, how verbose the prompts are, whether you use a reasoning model (which charges for invisible "thinking" tokens), etc. The famous example: each thank-you message sent to your co-pilot will incur a cost under this billing model. Apparently, it costs OpenAI tens of millions of dollars. Secondly, the pricing structure includes 5-6 hidden aspects that traditional contracts don't. 1.) Input vs output token cost difference: Output tokens typically cost 3-5x input. Some vendors are 10x. You need to model your actual I/O ratio per use case. 2.) Cached input pricing: 50-90% discount on repeated context. If your workload has stable system prompts (most enterprise agentic workflows do), this is the single biggest lever. Vendors rarely surface it, so you'll need to demand it. 3.) Batch vs real-time: Typically 50% off for non-real-time workloads. Categorize your demand accordingly. 4.) Fine-tuning surcharges: Separate token rates for fine-tuned models, usually 2-4x base. 5.) Reasoning/thinking tokens: This was a new learning for me! For models that show their work, you pay for the invisible reasoning trace. Your negotiations must price each axis separately. A single blended rate hides 60-70% of the actual cost levers. That's why I said the TCO approach and traditional RFP approach won't be efficient. The technical levers will be the key to determining who wins the negotiations. The vendor pool is limited, so BATNAs are also limited. https://lnkd.in/gwQ75yc6Forget cellular data: China’s telecoms giants are selling AI token plansForget cellular data: China’s telecoms giants are selling AI token plans
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Gaurav Sharma شارك ذلكBuilding an AI Native Procurement Center of Excellence: A Complete Playbook for CPOs --> Use Case 1: Category Strategy Assistive Mode) Category strategies traditionally take weeks to compile. Category managers manually gather spend data, supplier information, market research, and financial analysis – often resulting in inconsistent outputs across the organization. Solution: Generate first-draft category strategies from historical spend, risk profiles, and market notes. Let AI read unstructured data, spend files, eSourcing results, and industry benchmarks to compile a well-researched document in minutes instead of weeks. --> Use Case 2: Demand Intake & Specification Simplification (Autonomous) Purchase requisition forms are outdated. Business users struggle with fixed formats, and specifications often arrive vague, over-engineered, or missing critical details. Solution: The AI Solution • Easy Win: Convert free-text business requests into structured intake forms automatically • My Favorite: Normalize scope of work, technical specifications, and highlight outliers. Compare the differences between your standard spec and new requests! --> Use Case 3: Should-Cost Models & Price Benchmarking (Autonomous) This is my absolute favorite use case. I cannot stress its value enough. In your RFQ/RFP, ask AI to build a "should-cost" model or Bill of Materials breakdown. Then gather price benchmark data from external resources AND your internal databases. Compare supplier offers against this breakdown to craft your negotiation strategy. --> Use Case 4: Supplier Qualification for RFPs (Assistive Mode) The Goal Pre-assess which suppliers are the best fit to respond to your sourcing events – technically AND commercially – before you even launch the RFP. What the Agent Should Do: • Collect supplier data automatically (profile, certifications, financials, ESG) • Segregate mandatory vs. optional criteria • Incorporate previous sourcing outcomes (commercial/technical competitiveness) • Analyze SLA performance history • Score and rank suppliers with weighted criteria • Flag potential risks automatically • Provide actionable recommendations --> Use Case 5: AI-Driven RFx Creation (Autonomous) Let's admit it – RFP creation on eSourcing suites is an administrative nightmare. This is where AI shines brightest. Part A: Event Creation (Hygiene) • My Favorite: Auto-creation of line items based on requirement specification documents • Draft RFQ templates with buyer inputs • Check RFQ for missing details automatically • Generate standard T&Cs text • Add supplier-specific personalization Part B: Bid Comparison (Where eSourcing Tools Fail) Here's the truth: For capex purchases, suppliers never submit offers purely as line items on your eSourcing system. Real offers come in PDFs with T&Cs, exclusions, different incoterms, payment terms, and warranties. Your automated comparison is useless.
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Gaurav Sharma نشر ذلكDay 2 of simplifying Procurement Transformation for CPOs. Dont buy tools. You need to buy leverage. Here are a few levers to create leverage by digital Procurement 1.) An unreasonable fast sourcing cycle time - RFPs: less than 2 weeks - RFQs: Less than 2 days - Vendor onboarding: Less than 1 minute 2.) An uncanny ability to create competition during negotiations: - Introduction of new vendors if competition stalls - Introduction of new cost models if pricing becomes opaque 3.) My favorite: % of activities done autonomously. No human intervention. Aim for highly labor-intensive, tactical activities here. 100% automation. How many activities can run autonomously? I mapped this step by step and ended up with 120+ activities from sourcing to receipt. 60 of them can be run autonomously. That 50% aim in 1-2 years will unlock your operational supremacy. 4.) My moonshot project: An agentic category brain. Why? Because it makes me super upset that suppliers always have more information than category managers. They know the upcoming volumes, they know competitor prices, they know the gaps in scope of work document whether it is future fit or not. The scope of work document! All this, without spending a dime on digital procurement tools! (This is the core reason I am building supernegotiate. I want to remove all the noise we have around digital procurement, so that we, the category managers, can focus on the signal. So, what does AI agent do here? Some ideas: - Cost driver indices that are refreshed weekly/real-time - Should-cost models stress testing your TCO breakdown - Negotiation playbooks generated per supplier, per round The idea is to create information asymmetry. I have spoken on this earlier. - It can be insights into costing models that your suppliers lack (unlikely) - It can be cost arbitrage due to - It can be an upcoming demand that your supplier hasn't factored into pricing yet. The challenge/opportunity is to create these information/data pipelines, and all of this work must be done in-house, not by a consultant or by a software firm selling you esourcing software. It needs to be done by your digital team in the procurement center of excellence. Preparing use-case-specific data feeds that create levers for you is the new core job of the data science team in digital procurement. The tools are just a reflection of your data feed. Do not confuse this with data quality. In an ever-evolving procurement operation, you can not expect clean data. It is almost an afterthought, and more often than not, bad data quality is the safest excuse for why your digital transformation is going nowhere. Not anymore. AI helps clean the data (if done correctly). That reminds me, I have to post part 2 of my article on doing spend classification using AI. Part 1 is here: https://lnkd.in/g7z3_cRt
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Gaurav Sharma نشر ذلكMost people in Procurement don't see the simplicity in the next phase of procurement transformation. I understand the intentional complexity that consulting firms have created around this. Unfortunately, complexity drives revenue today. For example, the "agentic AI" buzzword is being used everywhere. We have seen this playbook before. Here is their template: Take a New Technology Buzzword + combine it with a most generic procurement use case = Promise of a better future. Funny thing is, the use cases are not changing. You can fit almost everything in the above equation, and that's how most of the consulting firms are surviving today. But let's return to the point. Let's remove the buzzword and see what really unlocks the value and what really creates the complexity. An agent in Procurement transformation can do two things, in my view. There is a third one as well (being pitched frequently). I avoid it, and I recommend you do too. First, what should a Procurement agent do: 1.) They can automate the workflows/tactical operations in sourcing 2.) They can capture the insights better than a structured data feed (combing through multiple sources) Then, there is a third one. An agent that takes a query, sends it to an LLM, and returns the response. Call it an information broker. So, if your AI agent is only an information broker and doesn't DO anything (as mentioned in 1 and 2), avoid it. You are much better off using the LLM directly. It's the doing part that Procurement agents that defines their value. Since I have been talking about agents too much, let me simply tell you, in my view, what an agent is. It doesn't have to be AI-based. For example, the first one can easily be a non-AI-use agent. It can be done via a Python script or a traditional RPA bot. There is no need to use n8n (or similar other flows). So, if someone is trying to sell an AI agent purely for workflow automation, I'd rather first explore Python scripts and RPA routes. Then, there is another wave using "Orchestrator agents", aka the agent that calls other agents. In short, it essentially just a glorified VLOOKUP agent. See this task, call this agent. Simple. It's not complicated. It has been made to look that way to please invoicing! The real value of an AI agent, in my view, is bringing information that you would otherwise ignored (due to complexity). Post gathering, agent should have the insights organized or accessed, enrich it, and then execute on it. Move away from a mere recommendation/notification system flooder to an actual doer! I'd anyday allocate 100% of my budget on this skill rather than a so-called AI agent that floods my already choked notification tab. Example: See my sourcing event on esourcing portal? The agent should run on spend analysis, contract management, email, team chat messages, internet peer-reviewed, paid reports, performance reports, etc., and then come back to tell which prices are high, which terms are poor, and how I can improve them!
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Gaurav Sharma نشر ذلكNew rules about Digital Procurement Transformation for CPOs in 2026 (and onwards) - Procurement Software Tech is a commodity. Dont overthink it. 90% of the platforms offer the same core features today. Focus on POCs rather than Demo. - Today, I won't recommend any CPO committing more than 50k-80k/per annum on an esourcing platform, keep it non-integrated, keep it simple. Ensure you build a rip-and-replace ecosystem. Dont, please dont, ever get yourself locked in, especially in 2026. Why? Read the next point. - The UI is going away. UI, in every procurement tech stack, is the most expensive component (it takes a huge amount of time to design those layouts) and also the most inefficient. The right UI is always subjective. I also believe the best UI is not UI. - Unless you are going AI-native (which is the right thing to do) , you should wait for another 10-12 months before committing to any big digital transformation project in procurement? Why? Because with everything that is going around right now, you will see chat-first interfaces in Procurement popping up really fast. - The change management effort in the chat first interface is 10% of what you need in an UI based interface. - I am working on "Set and Forget" kind of theme in my passion project. So, it doesn't always have to be AI for everything. Ultimately, what you are looking for is a layer that operates within the established guardrails while your category managers focus on non-admin tasks. Today, despite the esourcing/digitization procurement layer, most CPOs are just shifting the offline workload to the online workload. So many forms to fill, so many workflows to approve. - RFPs, as I have taken a stand on this previously, are also in dire need of revamping. Sure, you can stick with the name, but fundamentally, every component in the RFP exercise needs to be redone. The templates, the linear process of collecting quotes, technical discussions, technical scoring, commercial negotiation, final scoring and then award, this used to work when companies could afford running 4-6 month long RFP process. Your need to stick with pre-designed templates and forms will probably push procurement further away from the business stakeholders. Also, the assumption that forms & templates make the process clear and efficient is not entirely correct. Ask your business stakeholders. - You need tools & processes that adjust to the dynamics of business requirements. Yes, the scope of work will change 5 times before you will see the first purchase order. You can't expect a signed scope of work document in 2026 to be future-proof. What you need is to refactor your insights, and without making another re-assessment of the RFP, come up with the impact. - Forget the RFP in its traditional way. Most of the insights in a sourcing process sit outside of the platform. It is in the emails, on the phone calls, and during the meetings. Find a way to structure them and bring them as part of the knowledge base.
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Gaurav Sharma نشر ذلكI have gone deep into the rabbit hole of building the esourcing platform. I am loving the challenge of the basic setup as I build everything from scratch. Getting to the point now, redesigning the reverse auction has been such a liberating experience. The current limitations of reverse auction are punitive. My learnings from redesigning an entirely new negotiation module at Supernegotiate 1.) Reverse auction rewards the suppliers who bid faster and not necessarily the supplier who can be better in overall value terms. The countdown tactic has nothing to do with who has the lowest true cost. It reflects who has the most mature bid desk operation. 2.) Reverse auctions are terrible when the rank 1 supplier doesn't move. 3.) Whether to extend the auction for another 10 minutes or another round remains a guessing game. Ending the auction early risks leaving money on the table; extending it indefinitely risks losing supplier participation. These are structural gaps in any reverse auction. 4.) Reverse auctions are terrible when you have 100s to line items to quote on. If you don't structure complexity properly, you won't be able to run reverse auctions effectively across all categories. Many would just give up. 5.) Time zone arbitrage: Live auction at 14:00 GMT disadvantages suppliers in APAC, the Americas, or any supplier operating outside business hours. I am extremely pleased to be addressing these limitations with my esourcing platform. I will open the access for a few companies in the next 2 weeks. 5 slots only. DM me if you would like to secure yours.
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Gaurav Sharma نشر ذلكI am 100% certain that UI in digital procurement is going away. It is a blocker, distraction and an admin burden. It in the primary reason why change management and adoption fails. When you remove UI, you remove all the assumptions that software team makes for procurement operations without understanding their processes. Ask any category manager and they will most likely agree to the fact that esourcing helps in quote collection, technical evaluation and running reverse auction. Apart from it, record keeping for audit. Post that, the decision making moves out of platform. None of the esourcing platforms capture the actual context and intel. Procurement runs on emails, face to face meetings, calls, slack/teams messages. The tool is then reduced to admin workload. Same goes for spend analysis. Except for one to two infographics, it is tabular data extracted to excel for actual spend analysis. So, UI is noise and inefficiency. And I see so many vendors getting this wrong. The vendors selling you "AI features" on top of their UI have it exactly backwards. The UI is the problem. AI bolted onto the UI is a bandaid on a broken assumption. It still locks you down in the same rigid process logic that caused adoption failure in the first place. The question every CPO should be asking in 2026 is not "how do we add AI to our procurement suite?" It is: what stays, and what disappears, when the UI layer goes? My bet: 70% of the screens your team uses today will not exist in 3 years. The work will still happen. The decisions will still happen. The governance will still happen. But they will happen in conversation, in context, in the flow of actual work and not in click paths designed by software engineering teams who dont understand how procurement processes have evolved. That's why I am bullish on AI agents or APIs. Every platform will reduce to APIs, which work in background, without adding the noisy layer of UI in between a category manager and the real work. The procurement organizations that win the 5 years will be the ones that stop confusing software with process, and finally build around how their people actually work.
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Gaurav Sharma أضاف إعجابًا إلى ذلكGaurav Sharma أضاف إعجابًا إلى ذلكIncredibly proud that BAT Procurement is shortlisted for Team of the Year at this year’s World Procurement Awards. This means a lot. It’s been a demanding period, during which an exceptional team consistently delivered. This recognition isn’t about a single moment. It’s about the impact, ownership and leadership the team have brought every single day. Thank you to everyone across Procurement who made this possible: the credit is all yours. Carel Aucamp John O'Reilly Victoria Wen Ken Onwuka Martin Grover Patricia Mendoza Rodriguez Eduardo Chrispim Nolly Mangolele Alma Beltrán Paola Cocciolo Ellen Mojola Elena Popescu Waqas Khan Procurement Leaders | A World 50 Group Community #PLWPC #PLWPA #BAT #Procurement
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Gaurav Sharma أضاف إعجابًا إلى ذلكIt is such an honour to be a part of this team!Gaurav Sharma أضاف إعجابًا إلى ذلكWhat a way to close out the week. 🏆 We’re truly grateful to have received the Amazon Business Digital Impact Award at the World Procurement Awards 2026. This award reflects the collective effort of our team, which continues to deliver excellence every day while helping shape smarter, more agile procurement solutions for the future. Our winning solution was built entirely in-house by the team working in the procurement centre of excellence. Four AI agents were developed covering price, negotiation, supplier intelligence & risk detection and these were the results: • 95% reduction in negotiation preparation time • 20,000+ suppliers screened continuously • 1,000+ days of staff time saved Read more here: https://lnkd.in/eZYxvSwR Thank you to Jacqueline de Winnaar, MBA, for accepting on our behalf, and to Procurement Leaders | A World 50 Group Community, SAP Ariba and Amazon Business for this honour. ✨ #MTN #GSSC #ProcurementExcellence #WorldProcurementAwards #ConnecttoCreate MTN Andrew Savage Gaurav Sharma Riyaj S. Mohammad Saad
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Gaurav Sharma أضاف إعجابًا إلى ذلكGaurav Sharma أضاف إعجابًا إلى ذلكMTN Group has appointed Andrew Savage as Group Executive and Chief Procurement Officer, reinforcing the company’s focus on procurement transformation, digitalisation and sustainable growth. Having spent more than a decade at MTN, Andrew Savage has led major sourcing and operational transformation initiatives across 22 countries and now steps into the role permanently as the business continues to strengthen supply chain resilience and efficiency. Tsholofelo Molefe CA(SA), MTN Group CFO, says procurement and supply chain will remain a key strategic enabler for the company moving forward. Discover more here:https://lnkd.in/eQEHiqaC #Procurement #SupplyChain
الخبرة والتعليم
عرض خبرة Gaurav الكاملة
تعرّف على المسمى الوظيفي للأشخاص ومعدل بقائهم في العمل والكثير غير ذلك.
أو
التراخيص والشهادات
الخبرات التطوعية
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Founder
Supernegotiate
- الحالي 3 عام 5 شهر
العلوم والتقنية
Creating world's largest open source Procurement Excellence community.
I teach Negotiation, Spend Analysis and create advanced Procurement Centre of Excellence. Latest Skill Upgrade: CustomGPT builder for Procurement Teams -
Co-Founder
Walby
- 1 عام واحد 5 شهر
التمكين الاقتصادي
From Idea to Business Operation Stage
E-commerce Marketplace to connect buyers and sellers.
At its peak, Walby was running in 8 campuses with 12 campus ambassadors.
I had the privilege to work on business model, marketing strategy, customer behaviour , UX-UI, technology stack, Network expansion and funding pitch to venture capitalists. -
Co-Founder
Poha Xpress
- 8 شهر
I ran a food tech startup as side project. Focussed on fitness food and health, We grew revenues at 20% month on month.
Valuable lessons learnt :
1.) Hyper local Supply chain design setup
2.) Product management
3.) Magic of subscription based revenues :-)
4.) Power of distribution (business partnerships with gym and retailers)
المنشورات
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Tail Spend Analysis Using Excel
Amazon
عرض المنشورOne of the procurement world's upcoming new voices, Gaurav Sharma is a Procurement Manager And Data Scientist combined into one. He draws the insights from decade long experience acquired through various roles in procurement.
The idea behind this book is simple. It is written from a procurement manager’s point of view. “There are too many digital sourcing solution providers today and their sales pitch revolves around cost-saving. Spend Management solution providers are no different. They…One of the procurement world's upcoming new voices, Gaurav Sharma is a Procurement Manager And Data Scientist combined into one. He draws the insights from decade long experience acquired through various roles in procurement.
The idea behind this book is simple. It is written from a procurement manager’s point of view. “There are too many digital sourcing solution providers today and their sales pitch revolves around cost-saving. Spend Management solution providers are no different. They tend to discourage the use of simple tools such as Excel to promote theirs” says Gaurav. He believes it is very much possible to address as much as 60% of your tail spend just using Excel and no other special tool.
Like said earlier, the Majority of Procurement’s Spend Analysis requirements can still be solved using simple tools such as Excel provided our buyers know what exactly to look for. This is exactly what he has shared with the readers through this book on Tail Spend analysis using Excel so that the buyers can develop the spend analysis skillset.
This book is meant to be read along with the dataset and step by step replication methodology. Path to the dataset has been included in the respective Chapters. You are highly recommended to download the “working file” and then work your way through the chapters.
You will learn techniques of how to do Data Preparation in Excel, Finding Hidden Tail, Identify Cost Savings for Items with One Vendor, Advanced Spend Analytics, and much more.
المشروعات
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Global Operation Management Portal
- الحالي
Global Operation Management Portal
Portal will help coordination and planning of procurement operations of $120 Million/Annum and 0.1 Million/Annum of International logistics from 8 countries to 4 different locations in India & Europe.
Portal Capabilities Are:
a.) To manage procurement for global operations between 6 teams across 4 geographies
b.) Complexity includes user concurrency, data security, access restrictions, 30 different reports,
document library, SAP…Global Operation Management Portal
Portal will help coordination and planning of procurement operations of $120 Million/Annum and 0.1 Million/Annum of International logistics from 8 countries to 4 different locations in India & Europe.
Portal Capabilities Are:
a.) To manage procurement for global operations between 6 teams across 4 geographies
b.) Complexity includes user concurrency, data security, access restrictions, 30 different reports,
document library, SAP integrations, event triggers and cloud storage
c.) Role : Conceptualization, Process Design, UI, User Testing and Admin rights for solution management
d.) Technology platforms used : Quickbase and SAP -
Six Sigma (Yellow Belt)
Certified Six Sigma Yellow Belt Practitioner.
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New Tyre Plant Project in Chennai
- الحالي
• Project Planning and procurement of Tyre Manufacturing Equipments & Spares, Commercial Terms Finalization and Negotiation.
• Finalization of Quarterly Price Contract with Suppliers.
• Financial Management by monthly cash flow monitoring, Monthly cash flow projections, Letter of Credit Management, Foreign Currency Remittance Management according to Foreign Exchange Management Act rules, Local Currency (INR) Remittance Management, Suppliers Account Management
• Freight Movement &…• Project Planning and procurement of Tyre Manufacturing Equipments & Spares, Commercial Terms Finalization and Negotiation.
• Finalization of Quarterly Price Contract with Suppliers.
• Financial Management by monthly cash flow monitoring, Monthly cash flow projections, Letter of Credit Management, Foreign Currency Remittance Management according to Foreign Exchange Management Act rules, Local Currency (INR) Remittance Management, Suppliers Account Management
• Freight Movement & Import Custom Clearance in India with Duty Benefits as per EPCG scheme.
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SAP MM Module - Process Design & Solution Testing
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SAP MM Module For Global Operations
1.) Merchant process design for commercial transactions between 3 geographies
2.) Solution testing -
Expansion Project In Existing Plant at Vadodara, Gujarat
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• Project Planning and procurement of Tyre Manufacturing Equipments & Spares, Commercial Terms Finalization and Negotiation.
• Finalization of Quarterly Price Contract with Suppliers.
• Financial Management by monthly cash flow monitoring, Monthly cash flow projections, Letter of Credit Management, Foreign Currency Remittance Management according to Foreign Exchange Management Act rules, Local Currency (INR) Remittance Management, Suppliers Account Management
• Freight Movement &…• Project Planning and procurement of Tyre Manufacturing Equipments & Spares, Commercial Terms Finalization and Negotiation.
• Finalization of Quarterly Price Contract with Suppliers.
• Financial Management by monthly cash flow monitoring, Monthly cash flow projections, Letter of Credit Management, Foreign Currency Remittance Management according to Foreign Exchange Management Act rules, Local Currency (INR) Remittance Management, Suppliers Account Management
• Freight Movement & Import Custom Clearance in India with Duty Benefits as per EPCG scheme.
التكريمات والمكافآت
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Apollo Roll Of Honor
Chairman & Managing Director, Apollo Tyres
A recognition by Chairman & Managing Director of Apollo Tyres Ltd, for significant contribution towards organisation growth.
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Import Export Management
IIFT, Delhi
Certified Workshop in Import Export Management
التوصيات المستلمة
شخصان قدما توصية لـGaurav
انضم الآن لعرضمواقع إلكترونية
ملفات شخصية أخرى مشابهة
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Suman Jacob
Suman Jacob
Supply Chain Management expert with total 27+ years including 25 years of extensive GCC /Middle East experience in all aspects of procurement, inventory control, logistics, materials management, warehouse management and team leadership<br><br>Specialties: • Supplier sourcing, evaluation, selection, negotiation and management of local and international suppliers.<br>• Contract development, negotiation and Management.<br>• Strategic Procurement Planning & Spend Management to ensure optimum Total Cost of Ownership (TCO) to the organization.<br>• Team Leadership & team motivation.<br>• Willing and eager to take on new challenges and explore new opportunities.<br>• Go-getter with problem solving and solution provider attitude to achieve desired results.
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Min Lu Maw Aung MCIPS, Doctorate (Candidate)
Min Lu Maw Aung MCIPS, Doctorate (Candidate)
Immortal Global Supply Chain Solutions FZE