This document provides details about Girish Jahagirdar including his date of birth, age, experience, education, and roles in various organizations. It discusses his over 35 years of experience working in supply chain management and logistics roles for companies like Tata Motors and Tata Hitachi Construction Machinery. Most recently, he has served as the Assistant Divisional Manager of Supply Chain for the Dharwad plant of Tata Hitachi Construction Machinery, where he managed procurement, inventory, imports, and logistics operations.

1. Self
Self
• Girish.Anantcharya.Jahagirdar
Dob
• Date of Berth : 11 th of April 1960
Age
• Age as on : 56 years
Experience
• Total
• Number of Service as on Jan 2016 : 36 years
Organisations
•TATA MOTORS PUNE
Business
Units
•Commercial Vehicle Business Unit ( Truck plant ) Aug 1980-Dec 1999
•Passenger Vehicle Business Unit ( CAR Plant ) Dec 1999-Dec 2007

2. Joint venture company
Organisation
• Tata Hitachi Construction Machinery Company Limited
Business
Unit :
• Construction Equipment
Period
• January 2008 to till date

3. Education
Faculty
• Bachelor of Commerce
University
• University
• Pune
Year
• Year
• 1983

4. Object
INTRODUCTION
Supply Chain Management (SCM) is highly dynamic
department that deals with complex supply chains
and responds to volatile demand patterns. The role
of SCM is key for Nissan in securing supply to support
demand, and ensuring we can deliver on our aim of
having the "RIGHT car, at the RIGHT time, in the
RIGHT place" for every customer... and of course, "at
the RIGHT cost". SCM sits in between Manufacturing
and Sales, and plays a pivotal role in balancing the
often-conflicting drivers of Supply and Demand. Life
in SCM is never dull. The roles include leading the
supply planning for specific production sources,
managing our inventory control processes,
developing mid-term strategic progression of
Organisation

5. Importance of Supply Chain/Procurement/Purchase Management
• (SCM) is the act of overseeing, managing, and streamlining a
business's supply chain.
• The supply chain is everything that happens between the raw
materials and the end product reaching the customer.
• While supply chains are not new, businesses did not used to spend
resources managing all aspects of supply chains,
instead focusing on their direct
products. SCM developed when
businesses realized how valuable it
was, both for customers and for
profit margins,
• instead focusing on their direct products. SCM developed when
businesses realized how valuable it was, both for customers and for
profit margins, that supply chains be as efficient as possible. SCM
involves managing internally, as well as developing good
communication with others

6. Logistics Specializations
Managing
• master planning, material processes and systems, prepare and update production schedules and purchasing needs
•To Ensure operational alignment with production plans and KPIs
•Expected to resolve problems through the application of acquired expertise guided by precedent
•Regular engagement to enhance operational performance .
•Promote a performance-driven culture to drive productivity
Priorities
•Works together with people from the business unit, suppliers, site-wide as necessary to meet business & serve Internal
stake customers
•Communicates with direct team, supervisor as well as to Sr. Leadership plus production associates
•Experience with working in a cross-functional team environment
•Manpower planning to optimize resource deployment and ensure a manpower cost is monitored
•Manage HR related performance management and disciplinary matters
Goals &
Directions
•Presents ideas, suggestions and solutions to internal teams on site metrics, project status and research.
•Data Gathering and Analysis
•Track and Trace
•Metrics Reporting
•Immediately elevating problems, non-standard events, and problems meeting KPIs.
•Identify and proactively resolve problem areas that inhibit full schedule realization
•Analyze data to determine opportunities to decrease inventory
•Improve Internal stake service levels and reduce total costs
LEADERSHIP
CHARACTERISTICS
•Leadership : A confident, mature person with the ability to connect and inspire others. A proven track record
of leadership that leads to concrete results that drive key performance indicators.
•Results Oriented : A driver who possess the ability to take actions and implement effective solutions in a
timely manner.
•Analytical Thinking and Decision-Making : Decisive and logical at thoroughly evaluating issues. Excellent
planning, execution, and project-management skills
•Teamwork and Interpersonal Skills : A team player and builder, receptive to ideas from others. Shares
information and keeps team members and partners informed. Works effectively with others to identify and
resolve issues. Excellent interpersonal skills and an ability to interact successfully with all levels of management
as well as a diverse work force.
Problem Solver : A creative yet pragmatic problem solver. Methodical and hands-on, as well as detail-oriented.
•Ethics : Highest level of professional integrity and honesty as well as personal credibility.

7. Summary
eliverable
a Business excellence (JRD QV) in 2008-2009.
management Excavator business unit in Telcon at Dharwad unit. Tata-Hitachi is the first unit in India in CE Industry to get TPM certification award in India
QD (Global Quality Diagnosis) SCM which plays supportive role with QA/QPM.
entations of best Kaizens to have more effectiveness in reducing operator fatigue, movement loss, to achieve productivity.
nts like JIT concept, Minimum & Maximum levels of the items on production and aggregate lines to avoid production loss and timely availability of the items to achieve overall efficiency
tation /satisfactions with Internal stake holders
le piece flow concept, set wise line trolley feeding in multiple of 20 sets to reduce time and logistics losses.
isposals by setting up proper steps with Maki Gama process which was appreciated by Japanese team as well TPM certification team.
nts in documentations with the resources of Value chain and Supplier relation Management to reduce turnaround time of 103 with 100 % on line so that Immediate Internal stake holders
ess the arrivals of receipts on line in ERP/SAP. Earlier 103 times taken of 2.5 minutes could be easily achievable within 1.5 minutes.
nowledgement of (105) almost on daily basis than earlier target of two days , with this Automatic IV percentage is with the tune of almost 99 % further helped to send stocks in
in SAP with this Reprocessing errors at minimum levels in terms of Repro value , On time booking /production order booking is possible to maintain optimum levels of Inventories which
hysical vs. System stocks
iling was possible as this is a demand draft and currency cash flow to Organisation. In time vendor partner payment as PO norms was possible.
uous cost reductions in terms of raw material process, voluminous procurement, this helped to reduce per car input cost
ness Unit vendor managed inventory with vendor owned ware houses , which helped to make things available in time, to avoid sudden and surprise shortages on line , Inside factory/plant
as restricted , direct supplies on line with milk route concept ,Drive on vendor rationationalsation
Responsibility
ed As Assistant Divisional Manager Supply Chain (Logistics Function)
ently of nearly 3500 active parts stores management of Imports and Indigenous item of the models manufactured in plant with procurement value for dharwad plant with closing Inventory
rts and 10 cores of Indigenous and 2.5 lac of Indirect Materials.
tems of all category of items based on month/day wise plan well in advance.
argeted Quantities on day/week/ schedule released by Key Account Manager.
f Material Handling Equipment, forecasting space, manpower requirement ,capital/Revenue budgeting, resource planning Inter
annel Management for fulfilling SSPC, Warranty ,
production requirement with Key A/c Managers
ment
s with the team for correctness in stocks
rrors with Aggregate line managers & sub line In charges of SCM
for consumptions of Super A and A based on actual rollout machines as per Bill of Material (BOM) reconciliations of these items as per desired and expected consumptions , If any
problems coordination with PPC, Production, design team
nsumption booking as per day wise production plan with Production team
posal of rejections back to vendor with respective Rejection Cell Department
disposal items due to damages made by prodn,handling damages, change in design modifications by passing respective debit /cost centre with CFT team & Authorised Approving agency
n slow moving and non moving update to Inter department for it’s disposal, Inter plant transfer if it is in use at that particular locations , probable consumption with spare parts before
n writing off /auctioning etc
hanism for Hydraulic Import and Indigenous parts ,with easy mode like in out concept, with date of receipt stickers, storage with dust proof method, dark room concept for rubber items.
or which certain temperature needs to be maintained it,s safe store and preserving .
to reduce warranty cost with customer, machine, and commissioning defects in the filed.
astage and damages ,pilferage etc
ge in proper place so that with Atmospheric Quality should get detoriated
discipline and work Instructions to the team
ts proper OPL.
o day activity in routine with time management, productivity, Accuracy proper work Instructions to working team in the form of small group activity, % 5S, TPM circle meeting ,