Presented by : Nimarta Consulting Group Pvt Ltd.

Corporate Profile- NCG

NCG- A Supply Chain Organization

Business and Management Consulting

Process Outsourcing

services

SCM & Retail education

E waste management

solutions

Top Line Generation services

NCG has Delivery centers based out of locations in India- New Delhi and Chandigarh

Supply Chain Business Consulting

“Optimize and Eliminate inefficiencies on Consult to Realize Model”

Improvement in Top line

1. By developing right sales strategy in sink with company vision.

2. By Demand forecasting

3. By focusing on Value added products

4. By accelerate revenue growth and enhance portfolio

Maximize the return and benefits using Information Technology

By integrating IT and Business processes using the IT landscape

Improvement in Bottom Line

1. By reducing operational costs and improving operational efficiencies

2. By improving procurement cost

3. By focusing on converting inventory into faster cash

4. By reducing obsolescence and

improving time to market

Consulting Model

C.A.T.E.R

Operational frameworks

•C.A.N

•SCM efficiency framework

Verticals

•Manufacturing

•IT/ITES

•Pharmaceutical

•Retail

Experience

100+ man years

NCG SCM- Upstream

NCG SCM Portfolio extends both consulting as well as Execution of

processes through their Delivery Centers

•Identify potential areas of

reduction of costs

•Analysis and Benchmarking

•Develop and implement

strategies(commodity &

region wise)

•IT(HW-SW) & Technology Solutions

•MRO

•Administrative Commodities

•Implementation of Catalogue for standardization

•Codification of Items basis UNSPSC code

•Conducting of events for procurement

•Support of any existing platform for sourcing

• Advise on technology to be deployed

•When & where technology can help in

Sourcing

NCG SCM-Outsourcing Offerings

Chasing out of Purchasing

• Quotations

• Techno Commercial Comparisons

• PO generation and tracking

• Material Follow ups & tracking

• Scheduling basis requirements

• RFP/RFQ preparation and consolidation

• Dispatch follow up with transporters/shippers

• Documentation ( invoice/ challan /bill of lading etc…)

• Supplier database maintenance

• Contract Tracking & SLA Monitoring

Vendor Development and Management

• New Vendor Identification

• Vendor Pre- Qualification Audit

• Product/component Development and Coordination

• Communication on the item details (techno/ commercial)

• Work with vendors on quality issues and implement improvement plans

• Regular Quality & performance audits

• Market research and various commodities/ trends

E Sourcing Support

• Buyer / Supplier trainings

• Supplier boarding/ un-boarding

• Conducting of Sourcing events, independent of any platform

• Off shoring of technical support for E-sourcing technology platforms.

NCG-SCM- Downstream

SWOT for product/ Services

Prospective customer base(

Industry/locations)

Competitor analysis

Products life cycle state

Go to Market strategy Inputs

•

• Advisory services for setting up of network

•Strategy for implementation

• Align Vision of the organization with local Sales plans

• Work with management for implementation

• Logistics Network settings

• Tie ups with various operators

• Advise on Implementation of IT Solutions

• Strengthen control & MIS through usage of IT

NCG SCM Portfolio extends both consulting as well as Execution of

processes through their Delivery Centers

Global Procurement and Project specialist- SCM

Manoj Gupta Manoj has overall 19+ years of rich experience in Sourcing, Logistics, Warehousing, Operation and project

management. He has been exposed to diverse industry including Appliance, Automotive and Steel .Expertise in

managing the entire Supply Chain operations, Throughputs, Supplier capacity planning, Synchronised supplies and

designing internal controls and quality audit checks for various operational areas. Experienced in verification of

operational efficiency levels & recommending cost control measures for improvement in bottom and Top line

performance.

Experienced in implementing BSC system, SIX SIGMA projects, BAAN & New Materials System, JIT deliver schedule for

streamlining & enhancing the operational efficiency levels by implementing for 4 PL and local milk runs.

Last assignments:

•Head Materials, Steel Strips

•Sr. Manager,- Material Resources, Godrej GE Appliances

•Sr. Engineer, Hero Honda Motors

•Executive – Engineering, Plant & Erection

Qualification : Engineer, MBA ( MBA – SCM , SP Jain, Singapore/ Dubai campus)

Manoj in his career has handled various kind of vendors and supply chain engagements, some of them are

Manufacturing: Hidalgo, TATA, Bhushan, ISPAT, Birla Copper, STI, Bundy Tubes, Intianti, Cannon, Polymerman

Annapurna Electronics , Kenmore, Indfoss etc

Regions – China, Italy, S Korea, Germany, Russia , Poland, Bulgaria and UAE

Live Consulting Experience:

•Asahi Glass– BPR for the complete Supply chain operations.

•Technico Tubes : helping realize the benefits of leaning supply chain operations from tools like 5 s , Kaizen and other

QC tools for productivity improvement.

•Godrej Appliances- Setting up of JIT schedules, 4PL and local milk runs

•Fortune bars- Setting up of Supply Chain operations for inventory management

•Hanuchem- Assessment and recommendation for Lean supply chain and material operations

•JSK steels- Procurement of Aluminum extrusion capital equipment

•JSW wheels- Project Management, setting up and sourcing of all equipment for Steel wheel rims manufacturing plant

Manoj.Gupta@ncgcorporate.com

Commodities handled •Steel and related products

•Machinery and capital equipment

•Indirect & Consumables

Consulting Expertise •Project management

•Lean SCM and Six Sigma certified

•Procurement and Logistics

Global Procurement & Logistics Specialist- SCM

Nirbhay Kant Gargya Nirbhay has overall 15+ years of experience in Global Procurement, Strategic Sourcing, Vendor Management,

Materials/Inventory Management, Logistics & Warehousing, Contract Management, Cost Analysis & Value Re-

engineering, Software Product Pricing Quality tools- Six Sigma(Certified), Lean & VSM, and with exposure across

industries like: Manufacturing, IT/ITeS, Telecom.

Have been instrumental in driving & implementing Corporate vide Strategic Supply Chain & Procurement

Policies. Experienced domain consultant in getting implementing ERP’s in SCM functions. & integrating with

finance and company vide MIS.

Last assignments:

•AVP– Global Technology Sourcing, GENPACT ( 3 yrs)

•Manager – HFCL, Technology Procurement ( 1 yr)

•Manager- Quark Media House, Commercial, & SW Product Pricing( 2years)

•Associate Manager- Material Resources Godrej_ GE Appliances, ( 9yrs)

Qualification : Engineer, MBA , APSM ( IIM C)

Nirbhay in his career has handled various kind of vendors, some of them in different verticals:

Information Technology- Microsoft, Oracle, Cisco, Avaya, HP, Dell, Hitachi, British Telecom, AT&T, Bharti, Wipro,

TCS, Ariba , Symantec.

Telecom: Scientific Atlanta, Teleste, Motorola, Harmonics, C-Cor, Huawei Telecom, Lucent.

Avaya, Hitachi, Singtel, Reliance, Bharti, Zensar, Thomson Press

Manufacturing: Supreme Petrochem, Reliance, Thermax, Impianti, Nordson and about 100 + vendors in sheet

metal, plastics and other commodities.

Regions: US, Europe, Mexico, China & Philippines

Live Consulting Experience:

•Punj Lloyd – Assessment and recommendation about the procurement spend for Punj Lloyd group.

•LDFO-Setting up end to end Supply Chain processes for inventory, warehousing and contracts

Nirbhay.kant@ncgcorporate.com Commodities handled •Technology (HW & SW)

•Telecom Products & Solutions

•Network Equipments

•All type of Capital Equipments

•Raw Materials

•Injection Molding & Extrusions

•MRO / Spares & Consumables

Consulting Experience:

•Strategic Sourcing

•Vendor Development &

Management

•Logistics & Warehousing

•Distributor Network

Esteemed Customers of NCG

Case Studies –SCM & Sales Consulting

OUR CLIENT:

ASAHI GLASS: Tier 1 Automobile Glass Manufacturing Suppliers based in India, Supplying to OEMS like Honda, GM, Fiat, Suzuki, Approx Turnover (

200 M USD)

ISSUE IN HAND :

•High Inventory of Finished Goods & Raw material

•Too Many suppliers

•High Freight Cost

•Inconsistent Supplies of RM

OF NOTE:

With company growth almost stabilizing at 4-5 % YoY and being a process manufacturing there is a huge amounts of requirement for economization

of the Working Capital, and so a need to increase the efficiencies in the system for various SCM processes was felt

THE WINNING STRATEGY: Brining back the lost focus of the organization on core processes and bridging the knowledge gap was the key to

execution at Asahi. Analytics of various spends and getting every one involved on the drawing board , consolidation of costs and vendors for both the

facilities -along with drawing and execution of risk mitigation plan was another key to execution.

THE RESULT:

Reduced the Working Capital requirement by 2.5 %, consolidation of vendors by about 25% , reducing the indirect spend considerably are the key

results which have been delivered in first 6 months.

Apart from the execution of the above, the focus for next 2 quarters is to work directly on the reduction of FG inventory.

SUMMARY:

Ability to manage people with diverse backgrounds, ages and interests was the biggest learning NCG professionals drew from this assignment

We deployed a two member team for Phase 1 and will add 2 more for Phase 2..

Case Study- Asahi Glass: Core Supply Chain Process

Optimization leading to Working Capital optimization

http://www.agc.com

OUR CLIENT: Technico Metals and Strips Pvt. Ltd.: Class 1 slitting center located at Ludhiana, Punjab

ISSUE IN HAND : Presence of low quality and unprofessional steel slitting center

Need of steel slitting center with capabilities > 10mm slitting

Higher stacks of customers

High initial investment

OF NOTE: With overall economy growing @8.5% and cycle, scooter and motorcycle industry growing

more than 15% annually; coupled with the fact of non existence of quality steel slitting center so

there was a need felt of establishing a quality slitting center being managed professionally.

THE WINNING STRATEGY: NCG’s expertise in Low cost country sourcing helped the company to save on the capital

investment which in turn maintained the cost escalation under check . Moreover the negotiation

strength of NCG has not only brought the commercial aspects of project down but also sourced

much better technical advanced machinery.

THE RESULT: Reduced the Capital requirement by 12.5 %, sourced the machinery much ahead of time, sourced

the machine which can cater 10 year future requirement looking at the progress of steel industry

Apart from the execution of the above, the focus was to source machinery which has service backup

available in India

SUMMARY: In house capability of sourcing from Low Cost Country and Project management were the key to

success in this project.

Case Study- Technico Metals and Strips Pvt. Ltd.:

Low Cost Country Sourcing

www.technicotubes.co.in

OUR CLIENT:

Technico Strips and Tubes Limited: Precision steel tubes (ERW and CDW/DOM) manufacturer for automotive, Bicycle, General and Boiler

industries

( Annual turnover for 09-10:18 Mn USD)

ISSUES IN HAND AND HOW DID WE HELP: •Setting Sales processes and predictability of the forecasting process in the retail segment (Plant 1, Ludhiana, India)

•Establishment of Plant operations and Quality processes ( Plant 1, Ludhiana, India)

•Project Management of establishment of new manufacturing facility for Slitting and Wire Drawing facilities( Plant 2, Ludhiana , India)

•Sourcing of Slitting and wire drawing Machinery from China and Taiwan ( Plant 2, Ludhiana, India)

OF NOTE: NCG got engaged with the company when the Plant 1 in Ludhiana was 3 months into production and stakeholders were really facing problems in

running the operations overall.

THE FACTS: Plant 1 is in operation for about 18 months now, running at about 75 % of it capacity, A new parallel tube line is being established to double the plant

capacity and it came out of the “RED” in its 14 th month of operations.

THE WINNING STRATEGY: Ability to quickly map the market ,address customers concerns effectively lead to addition of new sustained customers. With the

establishment of robust quality processes Technico could control lot of wastages in the system.

THE RESULT: Technico currently chooses who to supply its product as it is being recognized as quality brand, leading to initiation this year to double the installed

capacity in 18 months of it operations. With effective operation processes in place, it could manage its product profile in a flexible manner.

SUMMARY: Ability to understand the clients concerns and work flexibly with the client in establishment of the business and subsequently grow and expand the

portfolio was the key for NCG and NCG professionals executed it with perfection.

Case Study- Technico Tubes, Establishment of the Sales and operational processes

www.technicotubes.co.in

OUR CLIENT:

Godrej & Boyce Mfg.Co. Ltd is a 100+ years old Industrial house of India. The product range varies from High Technology industrial products to

Consumer Durables. Godrej used to be India’s leading brands in Appliances and still has huge presence in White Goods.

ISSUE IN HAND:(In Refrigerator plant )

• Line Stoppages due to shortage of material

• Quality issues in components leading to high service calls

www.godrej.com OF NOTE:

Godrej had set up its new plant in North India – Mohali( near Chandigarh) for catering to increasing demand in North India and for increasing its reach

and to compete with Multinationals entering growing Indian market in Mid -1990’s.. As Godrej had its earlier base in Mumbai( western part of India),

new vendors were getting developed near to the plant at fast pace, who were not exposed to high volumes & quality business..

THE WINNING STRATEGY:

The analysis was done of all the new local vendors on the key factors of Quality, Delivery & Price. Action plan was prepared for potential identified

vendors with critical to quality components and aesthetic components

Capacity utilization analysis was done & new vendors were identified.

Vendor Consolidation was done basis capacity & past years performance.

Vendor Trainings kit was prepared & quality awareness meets were organized.

Regular Vendor Assessment & Audits were scheduled & quarterly performance reports were shared.

THE RESULT:

Non-performing vendors were delisted and high performing vendors were given more business- leading to consistent and quality supplies reducing

line stoppages due material availability & quality by approximately 50% within 2 quarters.

SUMMARY:

Identification of problem areas at right stage helped the Material Resources team to tackle the issue in hand and implementation of the action plan

with complete rigor across complete vendor base ensured the success of the exercise.

Note: Manoj Gupta & Nirbhay Kant (Sourcing) & Rajan Khattar (Vendor Quality) lead the team at Godrej for implementing the same across

the vendors

Case Study- Godrej & Boyce (Appliances Division)

Vendor Management

OUR CLIENT:

Genpact: (ersttwhile_GE Capital International Services), is a leading BPO company listed on NYSE having its offices and delivery centers across the

Globe

ISSUE IN HAND :

• Delay in Project sites handover to Business teams

• Misses on committed timelines for ramp ups

• No visibility to customer for issues in Supply chain

OF NOTE:

After GE reduced its stake in 2006 to make its captive Outsourcing arm(GECIS) an independent company “Genpact “making it open for bidding to

other customers, GENPACT grew at fast pace acquiring Fortune 500+ customers and opening Delivery centers across the globe. As the operations

& Delivery team grew but the Enabling Functions and existing processes struggled to meet the stringent timelines for setting up physical & IT

infrastructure at the same pace. It became evident to revisit and reduce the Infra project delivery timelines to cope up with customer needs.

THE WINNING STRATEGY: The sourcing team took the initiative to revisit their end to end process and Value stream mapping was done. The

bottlenecks identified in the process were a) delay in approval process for requisition, b) Delays in deliveries from suppliers due to lack of follow up.:

Actions taken:

1) Catalogue process implemented for raising requests.

2) Dedicated Delivery team was set up for follow up and ownership of deliveries.

3) Online tracking system was set in place on intranet for visibility to process managers

THE RESULT:

Reduced overall lead time of project delivery by 10 days in upstream process and 7 days in downstream. Implementation of this process revamp was

appreciated across all customers & business teams.

SUMMARY:

It was realized across the organization that internal process revamp is must when focus and improvement.. The non-value added activities like

chasing in buying process neither leaves sourcing team focus on core role of negotiations and even hamper deliveries. Moreover Standardization of

vendors & items is must to automate the process and taking the human element away from every transaction.

Note: Nirbhay Kant Gargya, was AVP-IT Sourcing in Genpact and lead this project of revamping.

Case Study- Genpact-Reduction in Project Delivery

Timelines

http://www.genpact.com

OUR CLIENT: Fortune Metals Limited: Thermo Mechanical Treated (TMT) bar manufacturer based out of Ludhiana, India (Annual Turnover: 85 Mn USD), Second

generation Entrepreneur, business established almost 5 years ago

ISSUES IN HAND AND HOW DID WE HELP: •Inconsistent and inefficient Retail and Distribution Processes ( Plant 1, Ludhiana, India)

•Increasing Sales and predictability of the forecasting process (Plant 1, Ludhiana, India)

•Project Management of establishment of new manufacturing facility ( Plant 2, Raipur , India)

www.fortunemetals.co.in

OF NOTE: With company growing at a phenomenal rate and in the process of establishment of new plant which is 150 % of the current capacity, establishment

of the above mentioned processes was a must in Plant 1, so that they could be implemented in Plant 2.

THE FACTS: This manufacturer has an established retail network of distributors and retailers, and production capacity of producing 100,000 MT /annum. The

plant is running with an efficiency of 65 % with lots of inconsistencies in the system.

THE WINNING STRATEGY: Re- alignment of the company’s macro strategy with the operation strategy helped the organization in removing the in-efficiencies in the system. The

overhauling strategy not only included the process alignments but also creation of the processes for customer satisfaction and pruning of

department structures .

Parallel we were helping create a new manufacturing facility at Raipur, Madhya Pradesh for 150,000 MT/ annum. This facility to cater the retail as

well as projects requirement for three states ( Madhya Pradesh, Chhattisgarh and Gujrat)

THE RESULT: Both the projects are under execution ( 4 months-) and we have already seeing intermittent successes on both the executions

SUMMARY: Dedication, hard work, the ability to understand our clients’ concern and work with sharp SCM acumen to respond to the need of the hour; those are

qualities you find again and again in NCGs Supply chain team. Our professionals are ready to meet any challenge.

Case Study- Fortune Metal, alignment of Vision with Operation Strategy

Case Study :LDFO-A Visionary Platform on the cluster format

OUR CLIENT: LDFO (Ludhiana Direct Factory Outlet) was launched on 9th Jan, 2010 at Gold Souk Grande, Ludhiana. A unique concept spread with the wide

range for every member of the family starting from new born baby to the eldest member looking for thermals, Shawls, Jackets, Coats and other

hosiery Items and accessories.

HOW DID WE HELP: • Business Model Design and setup

• Selling the concept to partners( 42 different companies are partner in this venture)

• Setting up of the Supply Chain and related processes for the retail establishment

• Selection of the equipment (security ,IT etc )and ERP

• Selection and Training of the staff and managers

OF NOTE: The unique business model of sharing revenue in appropriate proportions between different stake holders was the key to the success of

Entrepreneurial venture. This model has been highly appreciated in the industry .

http://knitwearclub.com/wordpress/?p=107

http://www.goldsoukindia.com/index.php?option=com_content&view=article&id=57&Itemid=62

http://www.fibre2fashion.com/news/textile-news/newsdetails.aspx?news_id=84196&page=2

http://economictimes.indiatimes.com/news/news-by-industry/cons-products/garments-/-textiles/Ludhianas-recession-baby-starts-

walking/articleshow/5673934.cms

THE WINNING STRATEGY: This cumulative concept of working on a sole aim of providing a WIN –WIN situation for all, With the strategy of “Operating under the idea of minimum

liability”, by pooling in the resources and then sharing the rewards in a fair and transparent mechanism was the key to success and implementation of

LDFO concept

THE RESULT: We are almost 16 months into planning and execution of this concept, with real estate prices going north and few individual retailers being able to

afford Exclusive Business Outlets (EBO) – this concept with minimal investment provides a new zeal to the hosiery manufacturers of Ludhiana. LDFO

has plans to open up 4 more outlets on the same model.

SUMMARY: Ability to clearly define, convince and execute the the business model with a WIN- WIN for everyone was a key to the execution of this assignment for

NCG professionals.

OUR CLIENT:

Quark Media House: A leading US based Product Software company having its R&D centers in India, Switzerland & Denver-USA. It has leading

Software products for Publishing & Print Industry.

ISSUE IN HAND :

• High operations cost- OPEX

• Controls of spend at various functional levels

OF NOTE:

In year 2005 after continuous growth for few years the company was facing heat of competition and has to realign its product pricing and product mix.

The major component in software product costing was indirect operations cost.

THE WINNING STRATEGY:

Deep Dive strategy was adopted in identification of various indirect cost heads and cross functional team was formulated under single control of

Sourcing team. Strategic approach was adopted for various spend categories like: IT & Telecom, Travel, Employee welfare. Few actions taken were:

Specifications & Demands were revisited,

Contract Renegotiations & tracking initiated,

Vendor Consolidation and spend aggregations done and few long term contracts signed for consumables with OEMs.

THE RESULT:

Approximately ~30% reduction in IT & Telecom costs through Spec & Contract management

Approximately 5% reduction in other areas through long terms contracts & volume discounts.

SUMMARY:

With top management support and by adopting right strategies and controls at every stage of spend can lead to desired results. Implemented cross

functional team work for achieving over all organizational goal.

Note: Nirbhay Kant Gargya, was Head –Commercial at Quark Media House and lead this project..

Case Study- Quark Media House-Optimization of

Operation Expenses-Opex ( Spend Analysis & Category Management )

http://www.quarkcom

Thank you

For further details, please contact

Nirbhay Kant Gargya

Director, Nimarta Consulting Group Pvt Ltd

Cell: +91-9779044006

Email- nirbhay.kant@ncgcorporate.com

www.ncgcorporate.com