Govind Raj Kaushik M

• Part of the leadership team responsible for key metrics such as OTIF, TAT, C-SAT, inventory days, and operating margin for complete supply chain • Heading the supply chain team with 200+ on roll employees and a 40+ member central team who manage Planning, Fulfilment and Delivery Operations for a supply network with 5 manufacturing units, 2 Fulfilment Centers (FCs) and 23 distribution centers that serve 60+ cities & 18000+ pincodes • Redesigned the fulfilment & distribution network • Introduced last mile routing optimization to reduce cost and increase traceability of operations • Introduced end-to-end logistics visibility using a cloud based TMS • Operationalized a modern Fulfilment Centre (2.5 lac sq. ft) in Hosur • Reduced inventory through network consolidation and automated planning algorithms • Overhauled the delivery operations planning through in-house tech developments • Reduced warehouse rentals by 32% with a revised network design and fulfilment flow

• Established partnerships with service providers for IKEA’s omni channel services across four key markets • Created services strategy and achieved market expansion through IKEA’s sourcing principles & framework • Responsible for deliverables such as Cost per shipment (CPS), Capacity (Availability) and securing sourcing competence through blended sourcing option • Created robust systems for contractual agreements with service providers to safeguard IKEA’s business interests • Increased Electric Fleet shipments from 16% to 24% through successful partner tie-ups in IKEA’s first store • Managed to successfully handle e-com operations with 3X volume volatility through alternate service partners • Successfully secured additional capacity to deliver 250% surge in orders, post Covid lockdown • Added 35% additional warehousing capacity and warehouse operations teams with lowest cost per cubic meter

• Identified and developed supplier hubs in Malaysia and China to augment capacity and range of furniture • Responsible for annual spend of US$ 30 million+ from 88 Suppliers • Responsible for improving key metrics such as stock availability (OTIF), gross margin (GM), Inventory • Responsible for improving the delivery SLA of made to order (MTO) products | Improved metric by ~25% • Created systems to improve E2E visibility of procure to pay cycle - tighter controls on inventory and cash flow • Achieved OTIF of 95% before the 'Full House Sale’18’ - resulted in record sales on the opening day • Managing a team size of 6 team members who were handling a team of 21 employees

• Managed and scaled up last mile delivery operations of 22 Delivery Centres (DCs) - serving more than 50 cities • Responsible for improving metrics such as Customer Satisfaction, Turn Around Time and logistic costs • Established supply chain processes to manage scale that was three times the business volume of FY16 • Expanded operations of ‘Urban Interiors’ - a complete “Home Solutions” including Wardrobe and Kitchen • Design and deployment lead from Operations team for Navision, an ERP system implementation • Managed a team of 8 direct reportees who were handling a team of more than 250 employees

• Program Manager of Unified Supplier Portal project - for creation of a single platform for all supplier interactions - Received a special appreciation from the Chief Executive (CE) for contribution towards supplier portal • Responsible for annual spend of $ 92 million for Air Conditioning (HVAC) and Engine Cooling components • Responsible for sourcing strategy, pricing & negotiations and vendor development for HVAC & ECM modules • Project leader - Strategic Planning Activity - creation of strategy road map for vehicle proprietary components • Responsible for MIS, budgeting & variance analysis of $ 500+ million department spend • Certification: Auditor for Supply Risk Assessment and Supplier Business Capability Building process

• Pricing & development of components for new engines (Swift 1.3 litre Diesel Engines) • Chief Coordinator, Value Analysis and Value Engineering (VA-VE) Activity • Part of the 5-member centralized team for annual budgeting projections and variance analysis • Achieved a cost reduction of 5.5% through import content localization and second sourcing activity