Rajesh Menon

About Rajesh Menon

I am a Strategic Sourcing leader with over 25years experience in Sourcing, Supply Chain, Supplier Quality functions. Using a bend of experience and new technologies in the procurement sphere, I have always adopted multiple innovative methods for achieving procurement excellence including Spend Analytics, reverse auctions, supplier portal management etc.I have developed sourcing strategies for multiple commodities using the 3 pillars approach of Commodity Management, Supply Base Management and Cost Management. The strategic processes for deploying these 3 pillars are Supplier Strategy, Cost Management, Supplier Performance Management, Risk Management, Contract Management and a few other processes.To deploy these processes multiple Key tools have been used like Commodity Analysis, Should Costing, ABC Spend Analysis, Strategic Negotiation, Commodity Index etc.This structured approach has helped in achieving targets every year and also helped in grooming talents systematically.

Experience

1. Strategic Sourcing Lead

   Gilbarco Veeder-Root

   Apr 2013 — Present · Coimbatore, IN

   Key Responsibilities:• Strategic sourcing with 3 pillars of Commodity Management, Cost Management and Supply Base Management.• Develop and deploy Commodity strategies based on PD goals and drive action plans for the same.• Cost Management: Drive annual PPV and VAVE projects using various tools like should costing, strategic negotiation and TCO.• Supply Base Management: Develop the SBM program in line with long term Commodity strategies using processes like SRM, Supplier Development and Supplier Performance Management.• Team Management.• Driving Action Plans and monitoring Countermeasures for gaps.Key achievements:• Achieved a total of 18.5% and 17.7% savings in hydraulics commodity by localization, alternate sourcing and strategic negotiation. • Improved the localised content in Hydraulics from 57% to 89%.• Total annual savings achieved is $1.35 million in Hydraulics commodity• Developed the Global Sourcing portfolio from scratch to $12 million till date.• Reduced supplier base for Hydraulics from 32 to 24 thereby increasing the spend per supplier and consequently leveraging cost benefit.• Reduced inventory turns from 4.5 to 8.7 and from 8.2 to 22 turns for 2 product lines.• Leading 2 major VAVE Kaizen events which resulted in substantial savings.