Kaushik Bhupendra

- Managed over $2.0B in Global Spend for Mexico, APAC regions - Head of Souring for the International Procurement Office - Strategic eMobility Procurement leader - Margin Improvement leader on product platforms with cross functional execution - Lead and craft strategies to reduce Inbound Logistics cost and optimize Supplier Footprint - Building global relationships and delivering results that exceed expectations

Global Truck & Bus Procurement LLC is a Procurement Joint Venture belonging to Volkswagen Truck & Bus(Scania, MAN, Volkswagen Caminhões e Ônibus) and Navistar. Responsibilities include joint sourcing activities in the Powertrain area and provide suppliers the opportunity to gain access to all brands within Volkswagen Truck & Bus and Navistar. For our best-in-class suppliers worldwide, Global Truck & Bus Procurement will present the opportunity to access new markets and to expand with some of the largest truck and bus OEMs in the world.

- Spend Management of $0.5B in Direct Buy materials. - Exceeded cost reduction goals - Manage and lead the Thermal Categories - Radiators, CACs,Fan Drives, Thermostats, Oil coolers, HVAC, Compressors, Heaters, with additional responsibility of Hoses, Tubes, and Petrochemicals. - Manage a team of 6+ Supply Chain Professional - Supply Managers, Sourcing Specialists, Associates, and build highly motivated teams. - Envisioned the concept of Spend Analytics, and formed a core team to develop, implement, and maintain this tool. - Leadership position to manage the Thermal Category Strategic Sourcing

-Strategically sourced engine cooling modules, fan drives, fans, and oil coolers with an annual spend of $200M+ -StarPower - Recognized, and awarded StarPower award by the CEO of Navistar - Managed a team of Supply Chain Professionals(direct reports), and nurtured talent to build high performing, and motivated teams. -Result driven leadership on the Category Management Team (CMT) -Challenged suppliers, and internal customers on achieving standardization, and complexity reduction with reduced cost - Quantifiable warranty, and quality improvement. - Led, managed, and delegated work within the CMT to develop a team that is dynamic, and passionate about products, and quality. - Continuously collaborate with Global sourcing to explore opportunities for cost savings. - Mitigate commodity risks. - Payment terms negotiations resulting in improved cash flows, and working capital - Manage 15+ programs after sourcing under the engine cooling commodity to mitigate risks for production launch.

- Strategic sourcing position responsible for $200M in annual spend for engine cooling. - Manage continuous cost reduction strategies with improved performance and quality. - Manage supplier agreements with 10+ suppliers.

-Managed Product Development cost reduction initiatives across engineering functions for purchasing that led to a $52M cost savings in 2010. - Led, and managed VA/VE events at several supplier facilities for cost reductions across the entire supply chain. - Managed the COst Management PArtners Sharing Savings(COMPASS) program to drive supplier initiated cost reduction activities leading to $3M in annual savings.

-Led a team of 10 analysts on-site, and offshore for the Mahindra Navistar (MNAL) joint venture program. Decided upon benchmarking competitors, provided performance criteria, and initiated ideas for various frame, suspension and sub system analysis for heavy trucks. Reduced cost in various components by 10%. -Led a team of 5 analysts for the Navistar CAT program. Acted as a consultant to reduce cost and weight, suggested alternate designs, and performance targets. Reduced cost by 10%. -Established best practices methodology for cab retention virtual simulations. -Consulted with cross functional teams to fecilitate product performance improvements.

-Diagnosed failures on the pre-launch LoneStar® heavy truck, and pioneered a group of 3 analysts to brainstorm ideas, rectify failures and launch product on time. Suggested different design concepts while also consulting with product costing to keep the cost to a minimum. Consulted extensively with program management, manufacturing, validation, and engineering teams to accurately budget the number of human capital hours required. Saved the company close to $1.2M in potential product launch issues. -Critiqued and challenged the status quo of the current methodologies. Developed and implemented best practices methodologies to reduce time and improve efficiency to achieve standardized processes and results among engineers. This led to an improvement in efficiency of engineers by 15%.

-Consulted on various engineering design concepts of the LoneStar® interior heavy truck at Navistar. Interacted with cross functional teams to understand the customers’ needs to provide the best possible solutions, while allowing design modifications to reduce tooling costs, manufacturing costs, and material costs. -Achieved a reduction in cost by 10%, by suggesting innovative solutions to the ProStar® skyrise interiors. Brainstormed ideas with engineers to improve the design and reduce manufacturing and material costs.

-Consulted extensively with various OEM’s to reduce tooling costs, manufacturing costs, and material costs while also meeting occupant safety requirements for the interior trim components of automotives.

-Initiated a strategic planning process for engineering issues. Consulted with OEM’s and offshore engineers and developed the Quality, Cost & Delivery (QCD) model to accept feedback from customers against the deliverables. This reduced the overall cost by 20% and improved quality and delivery times by 15%. -Recommended and developed OEM specific codes to improve delivery times by 10%.