Ejaz Rahmatullah

Chief Supply Chain Officer and customer champion with 22+ years of Supply Chain and Procurement experience with a record of success in impacting key supply chain metrics including working capital reduction, increasing fill rates & reducing cost across multiple industries by utilizing robust processes, lean practices & digitalizing supply chain, planning & logistics verticals. Leadership scale includes managing INR 15 billion operating budget and optimizing operations for INR 35 billion revenue generating organization having 5 plants & 10 DCs. Served as an innovative partner in driving organizational change in alignment with the enterprise visions and profit goals. Experienced team builder, with focus on end results, delivering ROI through ingenious problem solving, swift execution and eliminating operational silos.

Work Experience Chief Supply Chain Officer • National Engineering Industries Limited January 2020 - Continue Created 2026 Supply Chain Vision & Business Transformation Roadmap, setting strategy, structure and system that are data driven, highly accretive and ROI positive. Delivered P&L impact (cost savings) of INR 1.1 billion in effect driving a turnaround for a 75-year-old company. Digitalization : With the pandemic accelerated our digital transformation towards autonomous manufacturing and supply chains. Designed digital supply chain across planning, inventory and distribution. Migrated towards a fully connected, real-time and integrated digital ecosystem. (Supplier Portal, SAP-MRP, Planvisage, MSD) with deep understanding of both existing (ERP, CRM, WMS, TMS, etc.) Proud owner of WEF Digital lighthouse Successfully leading all facets of the NEI supply chain, S&OP of INR 35 billion sales with 2K customers & 5K SKUs, spend of INR 15 billion sourcing from 150 suppliers, operations across 5 plants &90 lines, logistics spend of INR 1.5 billion, handling yearly volume of 60K Tons at 10 distribution centers with a footprint of 2.5 million sq feet. Drove out inefficiencies through careful creation of scalable processes, analytics and solutions, thereby, delivering on the classic triangle of service, cost and cash. Realized 12% P&L improvement, reduced inventory by INR 0.78 billion, boosted shipping performance from 89% to 95%, reduced customer complaints from 20,000 PPM to < 5000 PPM. S&OP process improvement by combining different operations with opposing business philosophies (customer focused Vs cost-conscious) in close collaboration with marketing/sales and commercial finance to align market and financial requirements with manufacturing/ supply capabilities. Implemented demand forecasting by various methods (mathematical, expert); regular synthetic ABC / XYZ analysis. Inventory management, safety stock & cycle stock, production planning & short-term scheduling, MPS, long term strategic planning, RCCP, budget integration. Achievement – Forecast accuracy from 70% to 80%, increased inventory turnover of 8%, reduction of lost sales from 7 to 1%. Increased productivity 12% and avoided INR 5,186 cost per day by boosting production line utilization from 67% to 75%. Increased shipping speed and accuracy and improved customer satisfaction. Delivered Network Optimization & Strategic Planning Projects involving the whole supply chain network (Raw Materials, Production, Warehousing and Primary Distribution) reduced over 2 days timing in shipping speed from customer order to delivery Ensured Continuous Improvement by increasing quality standards - Deployed multiple lean programs like Built-In-Quality and Right-Part-Right-Time to improve manufacturing processes. Accomplishments included OEE improvement of 12% to the manufacturing process in 12 months. Saved the company over INR 1 billion in direct material costs. This has been achieved across a number of commodities including steel, polymide cages, rubber seals and grease. These savings have been gained through improved supplier relationships, Total Enterprise Cost (TEC) long-term contracts, increased bought out parts, progressive cost reduction program, supplier segmentation, eliminating subpar suppliers, and value analysis. Reduced the number of supplier disruptions to NEI plants by 60% by monitoring OTIF, improved supplier part quality from 55000 ppm to 21000 ppm. Improved supplier performance by implementing supplier S&OP, enhancing supplier forecasts and improving the supplier planning process and resolution of supplier commercial, quality and delivery issues. General Manager -Supply Chain • Schaeffler India Limited May 2012 - January 2020 Crafted Executable Supply Chain Strategy and lead efficient execution of plans through engagement at all levels of an organization to capture the upside value to the business and effectively mitigate downside risk to meet financial commitments. Reduced demand volatility by 21% for 10000 SKUs across 4 plants & 6 DCs by collaborating with sales, leading to improved customer service, reduced stock outs, loss of sales & inventory buildup. Material Planning Direction & Leadership to 4 master planners, buying more than 15000 materials from over 200 suppliers with a constant focus on key metrics of delivery reliability, customer service, working capital & operating margin targets. New Business Generation of INR 100 crores with the introduction of 23 SKUs as part of the new product launch team. New Business Generation of INR 100 crores with the introduction of 23 SKUs as part of the new product launch team. Improved Operational Excellence of the entire value stream from customer to supplier. Achieved 85% delivery reliability with synchronized lot sizes, DCCs internal logistics, lead time reduction, OEE, planning quality, order levelling & definition of stock levels for each type. Drove ERP Expansion in SAP EP-1 as part of business process improvement in SD, MM & PP modules. Solution deployment in MRP for planning & scheduling, WMS at 5 out of 8 locations, maintained & cleaned BOM & reduced excel-based work. GTS for managing import, export shipments forright tariffs, preferences, compliance & HSN codes. Administered the Planning, Design & Setup of 4 greenfield warehouse operations totaling 3.0 lac sq ft with the global top 10 3PL's Business Transformation done via cost reduction in logistics from 11 to 7.3 % by strategic planning, analysis & monitoring (i.e., order processing, inventory, premium freight, obsolescence & change management). Achieved Annual Cost Savings of INR 0.05 billion on an INR 3 billion logistics spend, by conducting distribution & transportation network optimization, for inventory, lead time & proximity to customer. Increased spend with diverse vendors from 15% to 25% in four years. Implemented a supplier portal converting 35% of invoices to electronic submission in six months. Vendor Negotiation Success brought 30% savings in global sourcing of international & domestic freight forwarders for all modes. Reduced 20 vendors as part of vendor consolidation. Reduced DPO from 90 to 60 days by implementing logistics shared service center. Improved On Time Delivery performance from 85 to 95% with GPS track & trace & web portal. Senior Manager -Supply Chain • Mahindra Logistics Limited June 2008 - May 2012 Outperformed targets set for cost reduction, on-time delivery, quality, supplier consolidation & contract coverage by an average of 14% in procurement of body, assembly and paint parts. Rationalized vendors from 200 to 150 to develop a strong vendor base, supplierrelationship management & vendor disputes. Reduced inventory from INR 5 to 3.5 billion by accurate & on-time scheduling. Achieved annual cost saving goals totaling INR 21 million for 3 years by setting up network design (milk run, line hauls, cross docks/hubs, direct shipments with Nil production disruptions). Controlling a 16 /40-week production plan & material schedule (MRP) based on sales forecast. Monthly order review meeting for CKD materials. Controlling vehicle scheduling by level scheduling & restrictions. Implemented material flow systems Kanban, JIT Production, pull system, single piece flow, Andon, min/max Inventory, thereby eliminating line stoppages. Created a master logistics plan PFEP, basis area, inventory, transportation, packaging & delivery area. Ensured 90% FIFO for bulk & small lots thereby reducing obsolescence & preventing loss in inventory. Achieved an inventory cycle count accuracy rate of 99% for 11000 parts. Achieved a 90 % score for both internal & external audits. The 2008 slowdown reduced the head count by over 120 people to improve business efficiency. Reduced cost INR 7.3 million in transportation by carrying out mode & load optimization. Achieved 99% on-time delivery of shipments, resulting in a non-stop production schedule. Implemented MGO by participating in the design team & eliminating the use of offline spreadsheets and processes for scheduling. Installed standard processes for the master production scheduling function, in accordance with MRP II methodology. Manager • Piramal Glass Limited March 2006 - June 2008

Bachelor of Arts - English from Gujarat University