Jitendra Agarwal

- S&OP lead for all business units of Pidilite - Responsible for inventory review and driving undesirable inventory reduction - Drive forecast accuracy improvement projects - Develop and train team of demand planners and help them realise their potential

● Responsible for end to end management of supply chain and operations for new businesses - Haisha Paints and Araldite ● Spearheading demand planning, supply planning and manufacturing operations for the vertical ● Leading the function for product development, launch and scale up in the market ● Benchmarking against competition, defining KPIs and building a team to manage the business ● Developing manufacturing and supply chain strategy for efficiency and effectiveness ● Leading supply chain projects - captive and MTO management, PPDS implementation to logical conclusion

● Leading 20 units (12 own plants and 8 Job Workers) to comply with all standard operating procedures ● Spearheading key initiatives like Deviation Management, Productivity, 5S across all plants ● Manufacturing cost Budget preparation & monitoring; budget handled in FY20-21: ~80 crores ● Conducting RCAs on quality complaints and horizontal implementation of action plan across all plants ● Collaborating with cross functional teams in New Product Development ~10 NPDs handled ● Raising proposals and CERs related to capacity expansion, EHS, productivity, quality improvement etc ● Managing a team of 7 direct reportees and helping them unlock their potential ● Cost saving achieved in FY20-21: ~5 crore; ~6% of overall manufacturing cost for the same year ● 1 greenfield project commissioned and ramped up to capacity, 2 new Job Working vendors added ● Successfully led the plants through COVID times without compromising on safety, service or quality ● Defined risk factors and developed risk matrix for units and devised action plan for mitigation

● Leading the supply network evaluation exercises to identify/implement network optimization initiatives ● Own and deliver on the FG inventory level targets for PAN India business ~3000 crores ● Review FG inventory stock norms at regular frequencies and suggest changes and modifications ● Lead the Supply- Demand S&OP meeting with cross-functional stakeholders (sales/logistics/manufacturing) ● Highlight Imported RM stock levels concerns and correct plans for mitigating supply risks ● Quarterly capacity planning to identify capacity gaps and devise action plan wherever required ● “Star Extra Mile Performer” award for helping division achieve highest ever sales in December-18 ● Average Fill Rate for A class maintained at 82% for the financial year 2019-20 ● 81% achievement of target network optimization savings for the financial year 2019-20

● Leading the supply network evaluation exercises to identify/implement network optimization initiatives ● Own and deliver on the FG inventory level targets for PAN India business ~3000 crores ● Review FG inventory stock norms at regular frequencies and suggest changes and modifications ● Lead the Supply- Demand S&OP meeting with cross-functional stakeholders (sales/logistics/manufacturing) ● Highlight Imported RM stock levels concerns and correct plans for mitigating supply risks ● Quarterly capacity planning to identify capacity gaps and devise action plan wherever required ● “Star Extra Mile Performer” award for helping division achieve highest ever sales in December-18 ● Average Fill Rate for A class maintained at 82% for the financial year 2019-20 ● 81% achievement of target network optimization savings for the financial year 2019-20

● Performed RCA non placement & non availability of vehicles on particular lanes ● Defined KPIs to monitor the performance levels, analysed trends and devised action plan ● Benchmarking against competitors and implementation of best industry practices ● Designed and maintained transporter scorecard and used it for vendor evaluation ● Conducted monthly review meetings with vendors ● PIL representative to software solution providers viz. Oracle, JDA for TMS and WMS systems ● Implementation of KPIs to measure performance and review mechanism for the first time ● Identified changes in truck types and mode of transport to optimise cost and service

Domain: Supply Chain Management (Logistics & Warehousing) Project Title: Improvement in Damage Free deliveries & Reduction in In-Transit Damages Roles and Responsibilities: • Performed Pareto & Root Cause Analysis to identify causes of In-Transit Damages by analysing FY15-16 data • Identified factors like Seasonality, Distance, Truck type, Route, Stacking practice etc. & devised mitigation strategy • Implemented best material handling practices, prepared SOP for (un)loading & stacking inside the vehicle • Defined KPIs to monitor the trend in damages & redesigned transporter scorecard to reflect the same • Identified the dependency of damages on the procurement of packaging material from different vendors Achievements: • Awarded a PPO for exemplary performance on methodology adopted and result driven approach • Devised low cost/zero capex strategy to reduce damages worth INR 2 crores/annum • Acceptance of changes proposed & implementation in policy document for deduction from transporters

• Monitored and adjusted various process parameters of the plant to ensure safe and efficient control • Planned and scheduled daily operational activities in the plant to meet the production targets • Collaborated with various cross functional teams for executing the maintenance jobs in the plant • Performed Root Cause Analysis & Failure Mode Effect Analysis for risk mitigation • Implemented PSM practices, 5S and organized safety talks for RIL employees and contract workers

Studied crude oil refining process.

-Among the top 10 teams in the world in Global Banking Training Valuation Olympiad, 2016 -Campus winner and West zone finalist in CFA Research Challenge, 2015 -Runners-up, case study competition "Mantrana", organised by NITIE Students' Consulting Club(NSC2), 2016