Purchase Head – (Senior GM / AVP / VP)

Purchase Head – (Senior GM / AVP / VP)

Location: Pune/Mumbai office with frequent travel to Kurkumbh/Dahej and supplier sites (India & overseas)

Reports to: MD & CEO (Managing Director & Chief Executive Officer); strong matrix to COO (Chief Operating Officer)

Works with: CFO (Chief Financial Officer), Head–Manufacturing Operations, Head–SCM (Supply Chain Management), QA/QC (Quality Assurance/Quality Control), EHS (Environment, Health & Safety), Regulatory, Projects/Engineering, Legal/Compliance, CHRO/IT (Chief Human Resources Officer/Information Technology)

Team: Category Managers (Raw Material, Packaging Material, Indirects/MRO (Maintenance, Repair and Operations), Capex), Supplier Quality & Development, Procurement Excellence (eSourcing/analytics), ExIM (Export–Import) interface

1) Role Purpose (Why this role exists)

·        Assure supply reliability of chemicals, solvents, catalysts, packaging, spares, and capex at best Total Cost of Ownership (TCO) to deliver the AOP (Annual Operating Plan).

·        Expand margins using should-cost models, index-linked contracts, freight/duty design, payment-term strategy, and yield/quality levers.

·        De-risk through dual sourcing, buffers, substitution trees, and strong contract governance (Incoterms 2020 (International Commercial Terms), Liquidated Damages (LD), audit rights).

·        Digitize & control procurement via ERP (Enterprise Resource Planning), eRFQ (electronic Request for Quotation), CLM (Contract Lifecycle Management), vendor portal, and spend analytics.

·        Raise supplier standards through a risk-tiered Supplier Audit Program (Quality/EHS/ESG—Environmental, Social and Governance) and Scope 1/2/3 decarbonization aligned to GHG Protocol (Greenhouse Gas Protocol) and ISO 14067 (Product Carbon Footprint).

2) Top Outcomes in 12 Months (What “great” looks like)

1.        Audited savings : 3–5% of addressable spend (post-mix, post-volume, net of rebates).

2.        PPV (Purchase Price Variance): within ±1.0% of plan (average across Top-50 SKUs (Stock Keeping Units)).

3.        Service : Supplier OTTR (On-Time-To-Request) ≥95%; T-10 plan coverage ≥85% (confirmed POs (Purchase Orders)/call-offs in ERP 10 days before month-end).

4.        Quality : COA (Certificate of Analysis) first-pass match ≥99.7%; incoming defects ≤1,500 ppm; high-risk CAPA (Corrective and Preventive Action) ≤30 days.

5.        Continuity : Dual-source Top-20 SKUs; zero line-stops due to RM/PM (Raw Material/Packaging Material).

6.        Compliance : 100% contract coverage for strategic suppliers; zero penalties—DGFT (Director General of Foreign Trade), Customs, GST (Goods and Services Tax), IMDG (International Maritime Dangerous Goods)/IATA (International Air Transport Association).

7.        Cash : Policy-aligned DPO (Days Payable Outstanding); enable VMI (Vendor-Managed Inventory)/consignment; support DIO (Days Inventory Outstanding) −8–12%.

8.        Audits & ESG: ≥95% planned Quality/EHS/ESG audits done; 0 critical overdue; EcoVadis/TfS (Together for Sustainability) +5 points (strategic suppliers).

9.        Carbon: ≥70% of spend covered by supplier GHG/PCF (Product Carbon Footprint) data; Scope-3 intensity (kg CO₂e/kg) −5–10% YoY in hotspot categories; ≥50% strategic suppliers with SBTi (Science Based Targets initiative)-aligned targets.

How we measure (examples)

·        Savings (%): (Baseline price − Actual price) × Volume ÷ Addressable spend.

·        OTTR (%): Lines received on requested date ÷ Total lines × 100.

·        COA first-pass (%): Lots accepted on first test ÷ Total lots tested × 100.

·        Scope-3 intensity : Total upstream kg CO₂e for category ÷ kg purchased/shipped.

3) Scope of Accountability (What you truly own)

·        Spend: All direct chemicals/solvents/catalysts (incl. Pd—Palladium), packaging, indirects/MRO, services, and capex (ETP/MEE/RO/ATFD—Effluent Treatment Plant/Multiple Effect Evaporator/Reverse Osmosis/Agitated Thin Film Dryer; boilers; hydrogen systems; DCS/PLC—Distributed Control System/Programmable Logic Controller).

·        Contracts & governance: Incoterms 2020, LDs/bonuses, indexation, quality/ESG clauses, audit rights; clean CLM repository; renewal gates.

·        Regulatory interfaces: REACH (Registration, Evaluation, Authorisation and Restriction of Chemicals), IFRA (International Fragrance Association), GHS (Globally Harmonized System), MSIHC (Manufacture, Storage and Import of Hazardous Chemical), Hazardous & Other Wastes Rules, IMDG/IATA DG (Dangerous Goods).

·        Supplier audits & carbon: Risk-tiered Quality/EHS/ESG audits; supplier Scope 1/2/3 data capture and reduction roadmaps per GHG Protocol/ISO 14067.

·        People & capability: Category structure, hiring, coaching, succession, and performance management.

4) Decision Rights (Delegation of Authority—DoA)

·        Approve awards within strategy/value corridors; exceptions need CFO/MD buy-in.

·        Set/reset price corridors and indexation within approved models.

·        Onboard/renew/exit suppliers per MSME (Micro, Small and Medium Enterprises), KYC (Know Your Customer), COI (Conflict of Interest) policy.

·        Compliance stop: Pause onboarding/POs/dispatches for critical Quality/EHS/ESG non-conformities, overdue CAPA, or missing/invalid GHG/PCF data.

5) Core Responsibilities

A) Category Strategy & Market Intelligence

·        Objective: Build a forward-looking, risk-balanced sourcing playbook that assures availability at the best Total Cost of Ownership (TCO).

·        Key activities & deliverables

·        Publish 12–24-month category playbooks per family (solvents, catalysts incl. Pd (Palladium) , key raw materials, packaging, MRO (Maintenance, Repair and Operations), and capex): should-cost models (raws, energy, conversion, freight, duties, supplier margin), dual-source strategy, indexation logic (feedstocks/freight), and substitution trees.

·        Issue a quarterly commodity & risk outlook : benzene/toluene/styrene curves, currency/FX (Foreign Exchange) guardrails with Treasury, ocean/air freight indices, and actionable hedging/volume-split recommendations.

·        Maintain a supplier capacity map (top 80% of spend) with constraints, planned outages, and growth CapEx (Capital Expenditure) visibility.

·        Controls & governance

·        CFO-approved pricing/indexation models; Legal-vetted templates.

·        Version-controlled playbooks in CLM (Contract Lifecycle Management)/SharePoint; review cadence monthly.

·        KPIs (definitions)

·        Audited savings (Finance-validated) ≥ 3–5% of addressable spend.

·        PPV (Purchase Price Variance) within ±1.0% vs plan.

·        Quarterly outlook published by T+5 working days post-quarter close.

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B) Sourcing & Contracting Excellence

·        Objective: Run competitive, transparent events; lock in value via robust commercial & legal constructs.

·        Key activities & deliverables

·        Execute eRFQ (electronic Request for Quotation)/eAuctions with TCO scoring (price, freight, duties, yield/quality, payment terms, service levels).

·        Finalize Incoterms 2020 (International Commercial Terms) , lead time, MOQ (Minimum Order Quantity), quality specs, LD (Liquidated Damages)/bonus, confidentiality/IP, audit rights— no side letters .

·        Maintain a clean CLM repository : master templates, renewal calendar, index triggers, performance bonds/warranties, and variation-order control.

·        Controls & governance

·        3-quote rule or documented sole-source justification; DoA (Delegation of Authority) discipline.

·        Pre-award TBE/CBE (Technical/Commercial Bid Evaluations) sign-offs (QA/QC—Quality Assurance/Quality Control, EHS—Environment, Health & Safety, Finance, Legal).

·        KPIs

·        eSourcing adoption ≥ 70% of competitive events.

·        Contract coverage 100% for strategic suppliers.

·        Zero Legal deviations without recorded approval.

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C) Supplier Relationship Management (SRM) & Development

·        Objective: Turn suppliers into performance partners with measurable outcomes on cost, quality, service, and ESG (Environmental, Social and Governance).

·        Key activities & deliverables

·        Run QBRs (Quarterly Business Reviews) with scorecards across Cost, OTTR (On-Time-To-Request), quality, compliance, ESG, and innovation. Each QBR ends with a 90-day improvement charter.

·        Deploy VMI (Vendor-Managed Inventory)/consignment where value-accretive; formalize min/max and replenishment logic.

·        Sponsor supplier development : SPC (Statistical Process Control), yield stabilization, packaging redesign/light-weighting, and line-side kitting.

·        Controls & governance

·        SRM tiering (A/B/C) based on spend-criticality and risk; preferred supplier tiers linked to share-of-business.

·        KPIs

·        ≥ 85% of strategic suppliers on QBR cadence; ≥ 90% charter closure on time.

·        OTTR ≥ 95%; supplier innovation pipeline delivering ≥ 0.5% savings of category spend.

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D) Quality, Regulatory & EHS Interfaces

·        Objective: Protect the plant and customers through first-time-right quality and full compliance.

·        Key activities & deliverables

·        Co-own incoming quality with QA/QC: sampling plans, COA (Certificate of Analysis) match, deviation handling, and CAPA (Corrective and Preventive Action) .

·        Enforce REACH (Registration, Evaluation, Authorisation and Restriction of Chemicals) / IFRA (International Fragrance Association) / GHS (Globally Harmonized System) alignment; ensure current SDS (Safety Data Sheet) and strict change control (source/process/packaging).

·        Align vendor packaging/transport to MSIHC (Manufacture, Storage and Import of Hazardous Chemical) Rules and Hazardous & Other Wastes Rules; ensure DG (Dangerous Goods) compliance for IMDG (International Maritime Dangerous Goods)/IATA (International Air Transport Association) as applicable.

·        Controls & governance

·        Approved Vendor List by spec; blocked supplier mechanism for quality/EHS breaches.

·        Shelf-life and retest policy embedded in ERP (Enterprise Resource Planning).

·        KPIs

·        COA first-pass ≥ 99.7%; incoming defects ≤ 1,500 ppm.

·        High-risk CAPA average closure ≤ 30 days; on-time ≥ 95%.

·        Zero regulatory penalties/major audit NCs (Non-conformities).

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E) ExIM (Export–Import) & Customs Governance

·        Objective: Make documentation audit-proof and cash/time efficient.

·        Key activities & deliverables

·        Validate HS (Harmonized System) codes , valuation; optimize RoDTEP (Remission of Duties and Taxes on Exported Products) /Drawback/ EPCG (Export Promotion Capital Goods) eligibility.

·        Ensure zero-defect DG documentation (IMDG/IATA); pre-alert checklists to minimize demurrage/detention.

·        Maintain 7–10 year record-keeping with traceable audit trails.

·        Controls & governance

·        Broker/CHA (Customs House Agent) SLAs (Service Level Agreements); quarterly post-clearance audits with Finance/Legal.

·        KPIs

·        Customs/ExIM compliance penalties = 0.

·        Demurrage/detention cost as % of import value ≤ 0.1%.

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F) Capex & Projects Procurement

·        Objective: Secure equipment and services that deliver lifecycle value, uptime, and safety.

·        Key activities & deliverables

·        Conduct TBE/CBE ; evaluate lifecycle cost, efficiency, spares, and uptime guarantees.

·        Contract FAT/SAT (Factory/Site Acceptance Tests) , performance guarantees, LDs, payment security; align with Projects on HAZOP (Hazard and Operability Study)/LOPA (Layers of Protection Analysis) readiness, constructability, commissioning, and AMC (Annual Maintenance Contract) .

·        For utilities/ZLD assets (ETP—Effluent Treatment Plant/ MEE—Multiple Effect Evaporator /RO—Reverse Osmosis/ATFD—Agitated Thin Film Dryer, boilers, hydrogen systems, DCS/PLC—Distributed Control System/Programmable Logic Controller): ensure regulatory approvals and competent-person certifications are embedded in contracts.

·        Controls & governance

·        Stage-gate with Projects/EHS/QA; warranty and spares lists mandated pre-handover.

·        KPIs

·        ≥ 95% capex awards delivered on time/on cost ; performance guarantees achieved ≥ 98% of spec.

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G) Risk Management & Business Continuity

·        Objective: Anticipate and neutralize supply shocks; keep the plant running.

·        Key activities & deliverables

·        Maintain a supplier risk register (financial, geopolitics, capacity, compliance, ESG) with heat-map and mitigations (dual-source, buffers, substitution).

·        Run stress tests on Top-20 materials (lead-time spikes, currency swings, port closures).

·        DPS (Denied Party Screening) and sanctions watch for all vendors/beneficiaries.

·        Controls & governance

·        Force-majeure and allocation clauses standard in contracts; insurance alignment with Finance (cargo, transit, liability).

·        KPIs

·        Zero line-stops due to RM/PM; ≥ 2 qualified sources for Top-20 SKUs (Stock Keeping Units).

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H) Digital Procurement, Data & Controls

·        Objective: Create a single source of truth, strong controls, and visibility.

·        Key activities & deliverables

·        Drive vendor portal, eSourcing , CLM , spend cube analytics (Power BI/Tableau); automate PPV and savings bridges.

·        Enforce master-data quality (vendor/material/ HSN—Harmonized System of Nomenclature / UQC—Unit Quantity Code ); SoD (Segregation of Duties) and role-based access; change-logs/backups.

·        Controls & governance

·        Quarterly SoX-style control testing; exception dashboards to CFO/COO.

·        KPIs

·        Master-data error rate < 0.5%; eSourcing adoption ≥ 70%; audit observations = 0 repeat.

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I) Supplier Audits (Quality/EHS/ESG) & Decarbonization (Scope 1/2/3)

·        Objective: Lift baseline performance and reduce upstream carbon intensity.

·        Key activities & deliverables

·        Run a risk-tiered audit program (A/B/C tiers) with standard checklists, scoring, NC handling, CAPA, and re-audit cadence (aligned to TfS—Together for Sustainability/EcoVadis/Responsible Care).

·        Quality deep-dive: COA correlation, AQL (Acceptable Quality Level), calibration, mix-up prevention, traceability, change control; set incoming control plan (reduced/normal/tightened).

·        ESG deep-dive: OCEMS (Online Continuous Emission Monitoring System) where applicable, water stewardship, waste management, VOC (Volatile Organic Compound) controls, EPR (Extended Producer Responsibility) for packaging, worker welfare, business ethics.

·        Carbon: Obtain supplier GHG (Greenhouse Gas) inventories (Scope 1/2) and PCF (Product Carbon Footprint) per ISO 14067 for key inputs; identify hotspots (solvents, tonne-km logistics, packaging resin) and execute reductions (material switch, energy mix, load consolidation, packaging redesign); encourage SBTi (Science Based Targets initiative)/CDP (Carbon Disclosure Project) disclosures.

·        Controls & governance

·        Embed audit/ESG/carbon clauses in contracts (data sharing, targets, penalties/bonuses); link preferred-supplier tiers and share-of-business to results.

·        KPIs

·        ≥ 95% planned audits completed; critical overdue = 0 .

·        ≥ 70% of spend covered by primary GHG/PCF data; hotspot Scope-3 intensity −5–10% Year-over-Year.

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J) People Leadership & Culture

·        Objective: Build a high-trust, high-accountability team that scales.

·        Key activities & deliverables

·        Define roles, ladders, and success profiles; “No PO—No Business” discipline.

·        Coach on negotiations, analytics, documentation, and ethics (anti-bribery/competition-law).

·        Succession for every critical seat; structured hiring and onboarding playbooks.

·        Controls & governance

·        Quarterly talent reviews with CHRO (Chief Human Resources Officer); 100% COI (Conflict of Interest) attestations.

·        KPIs

·        Internal fill rate for critical roles ≥ 50%; training hours per FTE (Full-Time Equivalent) ≥ 24/year.

·        Ethics violations = 0.

6) Operating Rhythm (Cadence you will run)

·        Weekly: Sourcing pipeline; shortages/expediting; PPV flash; supplier hot list; audit exceptions.

·        Monthly: Category reviews; savings & GM (Gross Margin) bridge; supplier scorecards/QBR closures; audit/CAPA review; Scope-3 dashboard; DIO/DPO bridge.

·        Quarterly: Commodity outlook; SRM (Supplier Relationship Management) summit; AOP (Annual Operating Plan) refresh; ESG/carbon progress; capex pulse; policy & control health-check.

7) KPI Dashboard (with clear definitions)

·        Savings (audited): 3–5% addressable spend (validated by Finance).

·        PPV: (Actual − Standard) ÷ Standard; target ±1.0%.

·        OTTR: Lines received on requested date ÷ Total lines; target ≥95%.

·        COA first-pass: Accepted on first test ÷ Total lots; target ≥99.7%.

·        Incoming defects: ppm ≤1,500.

·        CAPA (high-risk): Avg. closure days ≤30; on-time ≥95%.

·        Contract coverage (strategic): 100%.

·        eSourcing adoption: Competitive events via eRFQ/eAuction ≥70%.

·        Master-data errors (vendor/material/HSN/UQC): <0.5%.

·        Audit completion: Completed ÷ Planned ≥95%; critical overdue: 0.

·        % spend with primary GHG/PCF: ≥70%.

·        Scope-3 intensity (hotspots): −5–10% YoY.

·        Logistics emissions: g CO₂e/tonne-km −10% YoY.

·        Packaging footprint: kg packaging per kg shipped −8% YoY; % recycled/returnable ↑.

8) 30–60–90 Day Plan (Clear acceptance criteria)

0–30 days – Baseline & controls

·        Spend cube; Top-100 suppliers; contract map; freeze vendor master; 100% COI (Conflict of Interest) attestations.

·        PPV baseline locked; quick-wins ≥1% run-rate.

·        Publish Audit Playbook (Quality/EHS/ESG), risk tiering, checklists; identify Top-50 for Year-1 audits.

·        Scope-3 hotspot list; send GHG/PCF request packs.

31–60 days – Design & deploy

·        Category wave plans (12–24 months); eRFQ calendar; contract templates (Incoterms/LD/indexation).

·        Pilot 10 supplier audits; enable portal fields for audit/CAPA/GHG/PCF; embed ESG/carbon clauses in new/renewals.

61–90 days – Deliver & de-risk

·        Wave-1 signed savings ≥1.5–2.0% run-rate; supplier scorecards live.

·        Close ≥80% pilot CAPA; publish Scope-3 baseline for hotspots; agree reduction roadmaps with Top-20 suppliers; confirm SBTi intent where feasible.

9) Candidate Profile (Who succeeds here)

Must-have

·        15–25 years in chemical/fine-chemicals procurement; last 5–7 years leading the function or as No.2 with enterprise impact.

·        Documented audited savings, PPV control, dual-source programs, OTTR improvement.

·        Regulatory fluency: REACH/IFRA/GHS, DGFT/Customs/RoDTEP/EPCG, IMDG/IATA, MSIHC.

·        Digital: Led eSourcing/CLM/spend analytics; deep ERP (SAP/Oracle/Microsoft/TCS iON).

·        Supplier audits & carbon: Built and ran a risk-tiered Quality/EHS/ESG audit program; hands-on with GHG Protocol/ISO 14067 PCF/Scope 1-2-3 data; delivered measurable Scope-3 reduction or verified PCF rollout.

Good-to-have

·        MBA; APICS-CSCP (Association for Supply Chain Management—Certified Supply Chain Professional) or CPSM (Certified Professional in Supply Management); Six Sigma.

·        Procured ETP/MEE/RO/ATFD capex; Responsible Care/TfS/EcoVadis program exposure.

Deal-breakers

·        “Price-only” negotiator with weak documentation.

·        Tolerance for side-letters or any non-compliance.

10) Competency DNA (Behavioral expectations)

·        Integrity first: zero tolerance for shortcuts or facilitation payments.

·        Analytical & structured: builds models, pressure-tests assumptions, documents evidence.

·        Decisive under ambiguity: moves with 70–80% data when time-boxed; escalates early.

·        Influence without friction: wins cross-functional alignment; coach, don’t coerce.

·        Customer-back: sees Manufacturing/QA/Dispatch as internal customers; solves for plant uptime and OTIF (On-Time In-Full).

11) Selection Process (signal-heavy, fast)

10.    CHRO/COO screen: Savings bridges, PPV control, contract hygiene, eSourcing proof.

11.    Functional panel (QA/QC, Projects, Finance, ExIM, Legal): Walk-through of a complex direct-chemical + capex award.

12.    Case (72 hours, 8–10 slides): 12-month category strategy for Top-5 spends (should-cost, dual-source, indexation), PPV plan, risk heat-map, savings→GM bridge, and a Supplier-Audit + Scope-3 mini-plan with KPIs.

13.    MD round: ethics under pressure; regulator/customer escalation; board-level communication.

12) Compensation (Indicative; align to policy)

·        Fixed: Market-aligned for Senior GM/AVP/VP band.

·        Variable (20–30% target): Indexed to audited savings, PPV, OTTR, contract coverage, compliance (zero penalties), digital adoption, audits/carbon KPIs.

·        Long-term: Retention/ESOP-equivalent for exceptional value creation.

13) Equal Opportunity

We value diversity in background, experience, and perspective; all hiring decisions are made on merit and job-related criteria. Purchase Head – (Senior GM / AVP / VP)

Location: Pune/Mumbai office with frequent travel to Kurkumbh/Dahej and supplier sites (India & overseas)

Reports to: MD & CEO (Managing Director & Chief Executive Officer); strong matrix to COO (Chief Operating Officer)

Works with: CFO (Chief Financial Officer), Head–Manufacturing Operations, Head–SCM (Supply Chain Management), QA/QC (Quality Assurance/Quality Control), EHS (Environment, Health & Safety), Regulatory, Projects/Engineering, Legal/Compliance, CHRO/IT (Chief Human Resources Officer/Information Technology)

Team: Category Managers (Raw Material, Packaging Material, Indirects/MRO (Maintenance, Repair and Operations), Capex), Supplier Quality & Development, Procurement Excellence (eSourcing/analytics), ExIM (Export–Import) interface

1) Role Purpose (Why this role exists)

·        Assure supply reliability of chemicals, solvents, catalysts, packaging, spares, and capex at best Total Cost of Ownership (TCO) to deliver the AOP (Annual Operating Plan).

·        Expand margins using should-cost models, index-linked contracts, freight/duty design, payment-term strategy, and yield/quality levers.

·        De-risk through dual sourcing, buffers, substitution trees, and strong contract governance (Incoterms 2020 (International Commercial Terms), Liquidated Damages (LD), audit rights).

·        Digitize & control procurement via ERP (Enterprise Resource Planning), eRFQ (electronic Request for Quotation), CLM (Contract Lifecycle Management), vendor portal, and spend analytics.

·        Raise supplier standards through a risk-tiered Supplier Audit Program (Quality/EHS/ESG—Environmental, Social and Governance) and Scope 1/2/3 decarbonization aligned to GHG Protocol (Greenhouse Gas Protocol) and ISO 14067 (Product Carbon Footprint).

2) Top Outcomes in 12 Months (What “great” looks like)

1.        Audited savings : 3–5% of addressable spend (post-mix, post-volume, net of rebates).

2.        PPV (Purchase Price Variance): within ±1.0% of plan (average across Top-50 SKUs (Stock Keeping Units)).

3.        Service : Supplier OTTR (On-Time-To-Request) ≥95%; T-10 plan coverage ≥85% (confirmed POs (Purchase Orders)/call-offs in ERP 10 days before month-end).

4.        Quality : COA (Certificate of Analysis) first-pass match ≥99.7%; incoming defects ≤1,500 ppm; high-risk CAPA (Corrective and Preventive Action) ≤30 days.

5.        Continuity : Dual-source Top-20 SKUs; zero line-stops due to RM/PM (Raw Material/Packaging Material).

6.        Compliance : 100% contract coverage for strategic suppliers; zero penalties—DGFT (Director General of Foreign Trade), Customs, GST (Goods and Services Tax), IMDG (International Maritime Dangerous Goods)/IATA (International Air Transport Association).

7.        Cash : Policy-aligned DPO (Days Payable Outstanding); enable VMI (Vendor-Managed Inventory)/consignment; support DIO (Days Inventory Outstanding) −8–12%.

8.        Audits & ESG: ≥95% planned Quality/EHS/ESG audits done; 0 critical overdue; EcoVadis/TfS (Together for Sustainability) +5 points (strategic suppliers).

9.        Carbon: ≥70% of spend covered by supplier GHG/PCF (Product Carbon Footprint) data; Scope-3 intensity (kg CO₂e/kg) −5–10% YoY in hotspot categories; ≥50% strategic suppliers with SBTi (Science Based Targets initiative)-aligned targets.

How we measure (examples)

·        Savings (%): (Baseline price − Actual price) × Volume ÷ Addressable spend.

·        OTTR (%): Lines received on requested date ÷ Total lines × 100.

·        COA first-pass (%): Lots accepted on first test ÷ Total lots tested × 100.

·        Scope-3 intensity : Total upstream kg CO₂e for category ÷ kg purchased/shipped.

3) Scope of Accountability (What you truly own)

·        Spend: All direct chemicals/solvents/catalysts (incl. Pd—Palladium), packaging, indirects/MRO, services, and capex (ETP/MEE/RO/ATFD—Effluent Treatment Plant/Multiple Effect Evaporator/Reverse Osmosis/Agitated Thin Film Dryer; boilers; hydrogen systems; DCS/PLC—Distributed Control System/Programmable Logic Controller).

·        Contracts & governance: Incoterms 2020, LDs/bonuses, indexation, quality/ESG clauses, audit rights; clean CLM repository; renewal gates.

·        Regulatory interfaces: REACH (Registration, Evaluation, Authorisation and Restriction of Chemicals), IFRA (International Fragrance Association), GHS (Globally Harmonized System), MSIHC (Manufacture, Storage and Import of Hazardous Chemical), Hazardous & Other Wastes Rules, IMDG/IATA DG (Dangerous Goods).

·        Supplier audits & carbon: Risk-tiered Quality/EHS/ESG audits; supplier Scope 1/2/3 data capture and reduction roadmaps per GHG Protocol/ISO 14067.

·        People & capability: Category structure, hiring, coaching, succession, and performance management.

4) Decision Rights (Delegation of Authority—DoA)

·        Approve awards within strategy/value corridors; exceptions need CFO/MD buy-in.

·        Set/reset price corridors and indexation within approved models.

·        Onboard/renew/exit suppliers per MSME (Micro, Small and Medium Enterprises), KYC (Know Your Customer), COI (Conflict of Interest) policy.

·        Compliance stop: Pause onboarding/POs/dispatches for critical Quality/EHS/ESG non-conformities, overdue CAPA, or missing/invalid GHG/PCF data.

5) Core Responsibilities

A) Category Strategy & Market Intelligence

·        Objective: Build a forward-looking, risk-balanced sourcing playbook that assures availability at the best Total Cost of Ownership (TCO).

·        Key activities & deliverables

·        Publish 12–24-month category playbooks per family (solvents, catalysts incl. Pd (Palladium) , key raw materials, packaging, MRO (Maintenance, Repair and Operations), and capex): should-cost models (raws, energy, conversion, freight, duties, supplier margin), dual-source strategy, indexation logic (feedstocks/freight), and substitution trees.

·        Issue a quarterly commodity & risk outlook : benzene/toluene/styrene curves, currency/FX (Foreign Exchange) guardrails with Treasury, ocean/air freight indices, and actionable hedging/volume-split recommendations.

·        Maintain a supplier capacity map (top 80% of spend) with constraints, planned outages, and growth CapEx (Capital Expenditure) visibility.

·        Controls & governance

·        CFO-approved pricing/indexation models; Legal-vetted templates.

·        Version-controlled playbooks in CLM (Contract Lifecycle Management)/SharePoint; review cadence monthly.

·        KPIs (definitions)

·        Audited savings (Finance-validated) ≥ 3–5% of addressable spend.

·        PPV (Purchase Price Variance) within ±1.0% vs plan.

·        Quarterly outlook published by T+5 working days post-quarter close.

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B) Sourcing & Contracting Excellence

·        Objective: Run competitive, transparent events; lock in value via robust commercial & legal constructs.

·        Key activities & deliverables

·        Execute eRFQ (electronic Request for Quotation)/eAuctions with TCO scoring (price, freight, duties, yield/quality, payment terms, service levels).

·        Finalize Incoterms 2020 (International Commercial Terms) , lead time, MOQ (Minimum Order Quantity), quality specs, LD (Liquidated Damages)/bonus, confidentiality/IP, audit rights— no side letters .

·        Maintain a clean CLM repository : master templates, renewal calendar, index triggers, performance bonds/warranties, and variation-order control.

·        Controls & governance

·        3-quote rule or documented sole-source justification; DoA (Delegation of Authority) discipline.

·        Pre-award TBE/CBE (Technical/Commercial Bid Evaluations) sign-offs (QA/QC—Quality Assurance/Quality Control, EHS—Environment, Health & Safety, Finance, Legal).

·        KPIs

·        eSourcing adoption ≥ 70% of competitive events.

·        Contract coverage 100% for strategic suppliers.

·        Zero Legal deviations without recorded approval.

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C) Supplier Relationship Management (SRM) & Development

·        Objective: Turn suppliers into performance partners with measurable outcomes on cost, quality, service, and ESG (Environmental, Social and Governance).

·        Key activities & deliverables

·        Run QBRs (Quarterly Business Reviews) with scorecards across Cost, OTTR (On-Time-To-Request), quality, compliance, ESG, and innovation. Each QBR ends with a 90-day improvement charter.

·        Deploy VMI (Vendor-Managed Inventory)/consignment where value-accretive; formalize min/max and replenishment logic.

·        Sponsor supplier development : SPC (Statistical Process Control), yield stabilization, packaging redesign/light-weighting, and line-side kitting.

·        Controls & governance

·        SRM tiering (A/B/C) based on spend-criticality and risk; preferred supplier tiers linked to share-of-business.

·        KPIs

·        ≥ 85% of strategic suppliers on QBR cadence; ≥ 90% charter closure on time.

·        OTTR ≥ 95%; supplier innovation pipeline delivering ≥ 0.5% savings of category spend.

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D) Quality, Regulatory & EHS Interfaces

·        Objective: Protect the plant and customers through first-time-right quality and full compliance.

·        Key activities & deliverables

·        Co-own incoming quality with QA/QC: sampling plans, COA (Certificate of Analysis) match, deviation handling, and CAPA (Corrective and Preventive Action) .

·        Enforce REACH (Registration, Evaluation, Authorisation and Restriction of Chemicals) / IFRA (International Fragrance Association) / GHS (Globally Harmonized System) alignment; ensure current SDS (Safety Data Sheet) and strict change control (source/process/packaging).

·        Align vendor packaging/transport to MSIHC (Manufacture, Storage and Import of Hazardous Chemical) Rules and Hazardous & Other Wastes Rules; ensure DG (Dangerous Goods) compliance for IMDG (International Maritime Dangerous Goods)/IATA (International Air Transport Association) as applicable.

·        Controls & governance

·        Approved Vendor List by spec; blocked supplier mechanism for quality/EHS breaches.

·        Shelf-life and retest policy embedded in ERP (Enterprise Resource Planning).

·        KPIs

·        COA first-pass ≥ 99.7%; incoming defects ≤ 1,500 ppm.

·        High-risk CAPA average closure ≤ 30 days; on-time ≥ 95%.

·        Zero regulatory penalties/major audit NCs (Non-conformities).

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E) ExIM (Export–Import) & Customs Governance

·        Objective: Make documentation audit-proof and cash/time efficient.

·        Key activities & deliverables

·        Validate HS (Harmonized System) codes , valuation; optimize RoDTEP (Remission of Duties and Taxes on Exported Products) /Drawback/ EPCG (Export Promotion Capital Goods) eligibility.

·        Ensure zero-defect DG documentation (IMDG/IATA); pre-alert checklists to minimize demurrage/detention.

·        Maintain 7–10 year record-keeping with traceable audit trails.

·        Controls & governance

·        Broker/CHA (Customs House Agent) SLAs (Service Level Agreements); quarterly post-clearance audits with Finance/Legal.

·        KPIs

·        Customs/ExIM compliance penalties = 0.

·        Demurrage/detention cost as % of import value ≤ 0.1%.

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F) Capex & Projects Procurement

·        Objective: Secure equipment and services that deliver lifecycle value, uptime, and safety.

·        Key activities & deliverables

·        Conduct TBE/CBE ; evaluate lifecycle cost, efficiency, spares, and uptime guarantees.

·        Contract FAT/SAT (Factory/Site Acceptance Tests) , performance guarantees, LDs, payment security; align with Projects on HAZOP (Hazard and Operability Study)/LOPA (Layers of Protection Analysis) readiness, constructability, commissioning, and AMC (Annual Maintenance Contract) .

·        For utilities/ZLD assets (ETP—Effluent Treatment Plant/ MEE—Multiple Effect Evaporator /RO—Reverse Osmosis/ATFD—Agitated Thin Film Dryer, boilers, hydrogen systems, DCS/PLC—Distributed Control System/Programmable Logic Controller): ensure regulatory approvals and competent-person certifications are embedded in contracts.

·        Controls & governance

·        Stage-gate with Projects/EHS/QA; warranty and spares lists mandated pre-handover.

·        KPIs

·        ≥ 95% capex awards delivered on time/on cost ; performance guarantees achieved ≥ 98% of spec.

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G) Risk Management & Business Continuity

·        Objective: Anticipate and neutralize supply shocks; keep the plant running.

·        Key activities & deliverables

·        Maintain a supplier risk register (financial, geopolitics, capacity, compliance, ESG) with heat-map and mitigations (dual-source, buffers, substitution).

·        Run stress tests on Top-20 materials (lead-time spikes, currency swings, port closures).

·        DPS (Denied Party Screening) and sanctions watch for all vendors/beneficiaries.

·        Controls & governance

·        Force-majeure and allocation clauses standard in contracts; insurance alignment with Finance (cargo, transit, liability).

·        KPIs

·        Zero line-stops due to RM/PM; ≥ 2 qualified sources for Top-20 SKUs (Stock Keeping Units).

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H) Digital Procurement, Data & Controls

·        Objective: Create a single source of truth, strong controls, and visibility.

·        Key activities & deliverables

·        Drive vendor portal, eSourcing , CLM , spend cube analytics (Power BI/Tableau); automate PPV and savings bridges.

·        Enforce master-data quality (vendor/material/ HSN—Harmonized System of Nomenclature / UQC—Unit Quantity Code ); SoD (Segregation of Duties) and role-based access; change-logs/backups.

·        Controls & governance

·        Quarterly SoX-style control testing; exception dashboards to CFO/COO.

·        KPIs

·        Master-data error rate < 0.5%; eSourcing adoption ≥ 70%; audit observations = 0 repeat.

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I) Supplier Audits (Quality/EHS/ESG) & Decarbonization (Scope 1/2/3)

·        Objective: Lift baseline performance and reduce upstream carbon intensity.

·        Key activities & deliverables

·        Run a risk-tiered audit program (A/B/C tiers) with standard checklists, scoring, NC handling, CAPA, and re-audit cadence (aligned to TfS—Together for Sustainability/EcoVadis/Responsible Care).

·        Quality deep-dive: COA correlation, AQL (Acceptable Quality Level), calibration, mix-up prevention, traceability, change control; set incoming control plan (reduced/normal/tightened).

·        ESG deep-dive: OCEMS (Online Continuous Emission Monitoring System) where applicable, water stewardship, waste management, VOC (Volatile Organic Compound) controls, EPR (Extended Producer Responsibility) for packaging, worker welfare, business ethics.

·        Carbon: Obtain supplier GHG (Greenhouse Gas) inventories (Scope 1/2) and PCF (Product Carbon Footprint) per ISO 14067 for key inputs; identify hotspots (solvents, tonne-km logistics, packaging resin) and execute reductions (material switch, energy mix, load consolidation, packaging redesign); encourage SBTi (Science Based Targets initiative)/CDP (Carbon Disclosure Project) disclosures.

·        Controls & governance

·        Embed audit/ESG/carbon clauses in contracts (data sharing, targets, penalties/bonuses); link preferred-supplier tiers and share-of-business to results.

·        KPIs

·        ≥ 95% planned audits completed; critical overdue = 0 .

·        ≥ 70% of spend covered by primary GHG/PCF data; hotspot Scope-3 intensity −5–10% Year-over-Year.

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J) People Leadership & Culture

·        Objective: Build a high-trust, high-accountability team that scales.

·        Key activities & deliverables

·        Define roles, ladders, and success profiles; “No PO—No Business” discipline.

·        Coach on negotiations, analytics, documentation, and ethics (anti-bribery/competition-law).

·        Succession for every critical seat; structured hiring and onboarding playbooks.

·        Controls & governance

·        Quarterly talent reviews with CHRO (Chief Human Resources Officer); 100% COI (Conflict of Interest) attestations.

·        KPIs

·        Internal fill rate for critical roles ≥ 50%; training hours per FTE (Full-Time Equivalent) ≥ 24/year.

·        Ethics violations = 0.

6) Operating Rhythm (Cadence you will run)

·        Weekly: Sourcing pipeline; shortages/expediting; PPV flash; supplier hot list; audit exceptions.

·        Monthly: Category reviews; savings & GM (Gross Margin) bridge; supplier scorecards/QBR closures; audit/CAPA review; Scope-3 dashboard; DIO/DPO bridge.

·        Quarterly: Commodity outlook; SRM (Supplier Relationship Management) summit; AOP (Annual Operating Plan) refresh; ESG/carbon progress; capex pulse; policy & control health-check.

7) KPI Dashboard (with clear definitions)

·        Savings (audited): 3–5% addressable spend (validated by Finance).

·        PPV: (Actual − Standard) ÷ Standard; target ±1.0%.

·        OTTR: Lines received on requested date ÷ Total lines; target ≥95%.

·        COA first-pass: Accepted on first test ÷ Total lots; target ≥99.7%.

·        Incoming defects: ppm ≤1,500.

·        CAPA (high-risk): Avg. closure days ≤30; on-time ≥95%.

·        Contract coverage (strategic): 100%.

·        eSourcing adoption: Competitive events via eRFQ/eAuction ≥70%.

·        Master-data errors (vendor/material/HSN/UQC): <0.5%.

·        Audit completion: Completed ÷ Planned ≥95%; critical overdue: 0.

·        % spend with primary GHG/PCF: ≥70%.

·        Scope-3 intensity (hotspots): −5–10% YoY.

·        Logistics emissions: g CO₂e/tonne-km −10% YoY.

·        Packaging footprint: kg packaging per kg shipped −8% YoY; % recycled/returnable ↑.

8) 30–60–90 Day Plan (Clear acceptance criteria)

0–30 days – Baseline & controls

·        Spend cube; Top-100 suppliers; contract map; freeze vendor master; 100% COI (Conflict of Interest) attestations.

·        PPV baseline locked; quick-wins ≥1% run-rate.

·        Publish Audit Playbook (Quality/EHS/ESG), risk tiering, checklists; identify Top-50 for Year-1 audits.

·        Scope-3 hotspot list; send GHG/PCF request packs.

31–60 days – Design & deploy

·        Category wave plans (12–24 months); eRFQ calendar; contract templates (Incoterms/LD/indexation).

·        Pilot 10 supplier audits; enable portal fields for audit/CAPA/GHG/PCF; embed ESG/carbon clauses in new/renewals.

61–90 days – Deliver & de-risk

·        Wave-1 signed savings ≥1.5–2.0% run-rate; supplier scorecards live.

·        Close ≥80% pilot CAPA; publish Scope-3 baseline for hotspots; agree reduction roadmaps with Top-20 suppliers; confirm SBTi intent where feasible.

9) Candidate Profile (Who succeeds here)

Must-have

·        15–25 years in chemical/fine-chemicals procurement; last 5–7 years leading the function or as No.2 with enterprise impact.

·        Documented audited savings, PPV control, dual-source programs, OTTR improvement.

·        Regulatory fluency: REACH/IFRA/GHS, DGFT/Customs/RoDTEP/EPCG, IMDG/IATA, MSIHC.

·        Digital: Led eSourcing/CLM/spend analytics; deep ERP (SAP/Oracle/Microsoft/TCS iON).

·        Supplier audits & carbon: Built and ran a risk-tiered Quality/EHS/ESG audit program; hands-on with GHG Protocol/ISO 14067 PCF/Scope 1-2-3 data; delivered measurable Scope-3 reduction or verified PCF rollout.

Good-to-have

·        MBA; APICS-CSCP (Association for Supply Chain Management—Certified Supply Chain Professional) or CPSM (Certified Professional in Supply Management); Six Sigma.

·        Procured ETP/MEE/RO/ATFD capex; Responsible Care/TfS/EcoVadis program exposure.

Deal-breakers

·        “Price-only” negotiator with weak documentation.

·        Tolerance for side-letters or any non-compliance.

10) Competency DNA (Behavioral expectations)

·        Integrity first: zero tolerance for shortcuts or facilitation payments.

·        Analytical & structured: builds models, pressure-tests assumptions, documents evidence.

·        Decisive under ambiguity: moves with 70–80% data when time-boxed; escalates early.

·        Influence without friction: wins cross-functional alignment; coach, don’t coerce.

·        Customer-back: sees Manufacturing/QA/Dispatch as internal customers; solves for plant uptime and OTIF (On-Time In-Full).

11) Selection Process (signal-heavy, fast)

10.    CHRO/COO screen: Savings bridges, PPV control, contract hygiene, eSourcing proof.

11.    Functional panel (QA/QC, Projects, Finance, ExIM, Legal): Walk-through of a complex direct-chemical + capex award.

12.    Case (72 hours, 8–10 slides): 12-month category strategy for Top-5 spends (should-cost, dual-source, indexation), PPV plan, risk heat-map, savings→GM bridge, and a Supplier-Audit + Scope-3 mini-plan with KPIs.

13.    MD round: ethics under pressure; regulator/customer escalation; board-level communication.

12) Compensation (Indicative; align to policy)

·        Fixed: Market-aligned for Senior GM/AVP/VP band.

·        Variable (20–30% target): Indexed to audited savings, PPV, OTTR, contract coverage, compliance (zero penalties), digital adoption, audits/carbon KPIs.

·        Long-term: Retention/ESOP-equivalent for exceptional value creation.

13) Equal Opportunity

We value diversity in background, experience, and perspective; all hiring decisions are made on merit and job-related criteria.