Nitin Deore

• Standardized global procurement operations by defining enterprise operating model, global buying policy governance, PO approval workflows, and execution roadmap across multi-site, multi-region manufacturing and digital procurement ecosystems • Centralized and scaled centralized requisitioning and PO processing teams across regions, standardizing end-to-end procurement processes and materially improving cycle time, policy compliance, and internal service-level performance metrics • Optimized global procurement performance analytics covering KPIs, executive dashboards, and predictive analytics, partnering with Finance and IT to drive AP cash improvement, working capital efficiency, and EBITDA impact • Led digital procurement initiatives spanning intake orchestration, workflow automation, and control frameworks, ensuring uninterrupted global backend operations while maintaining compliance with delegated authority and audit standards

• Stabilized and restructured divisional GSM operations by aligning strategic sourcing, inventory management, and supplier risk-mitigation strategies across regulated pharmaceutical manufacturing environments to drive TCO optimization goals • Delivered $4.87M in cost-of-manufacturing savings through excess inventory reduction, supplier optimization, and risk-aligned sourcing initiatives executed across direct and indirect spend categories across multi-site manufacturing operations • Engineered cross-site inventory-sharing governance and VMI/consignment models for critical materials, reducing working-capital exposure while strengthening supply continuity, resilience, and critical business continuity metrics • Launched and chaired energy review governance with senior leadership, embedding procurement into enterprise energy-management programs and long-term cost-control and sustainability strategy

• Executed regional transformation initiatives delivering $4.6M+ in cost and subsidy reductions across North American manufacturing sites through Strategic supplier selection, sourcing optimization, long term Contract negotiation, operational alignment, and cost competitiveness. • Implemented strategic supplier relationship ownership model for Corning’s top 200 suppliers, strengthening supplier risk management, escalation protocols, and structured business-continuity planning processes enterprise-wide • Deployed supplier disruption tracking using Elementum integrated with Power BI dashboards, improving early-warning risk visibility, response time, and executive-level operational decision support for risk mitigation • Directed pandemic-era PPE sourcing and inventory management across global sites, preventing operational disruptions during periods of severe supply-chain volatility while maintaining robust business continuity planning

Plant Supply Manager – Optical Fiber Division 2015 - 2017 • Directed end-to-end plant supply operations covering MRO, production materials, and supplier performance for high-volume optical fiber manufacturing operations supporting continuous production requirements during Asset Utilization phases • Improved inventory accuracy from 97% to 99% through strengthened cycle-count discipline, control enhancements, and reconciliation processes, materially reducing variance, shortages, and proactive risk mitigation • Implemented Kanban and consignment inventory programs for critical consumables, freeing approximately 3 hours per day in operational efficiency while reducing on-hand working capital levels for margin expansion • Standardized storeroom governance, accounting controls, and issue processes to support production scale-up and uninterrupted plant operations under increasing volume and complexity across manufacturing environments consistently Purchasing Manager – Optical Fiber Division (Greenfield Project) 2011 - 2015 • Managed capital procurement for greenfield manufacturing facility, delivering $3.03M in cost avoidance and $2.32M in negotiated savings through disciplined strategic sourcing and supplier negotiations for CapEx efficiency • Built procurement and storeroom operations from the ground up, enabling uninterrupted 24x7 plant operations across materials, services, and indirect spend categories during rapid production ramp-up for OPEX control • Reduced MRO inventory by 43% from $7M to $4M through VMI, consignment models, demand planning, and category management initiatives while maintaining service and uptime levels for bottom-line growth • Aligned global commodity deep dives and strategic sourcing alignment with U.S.-based corporate teams to support long-term cost, supply, and risk objectives across global sourcing programs and governance forums

• Built end-to-end supply chain for greenfield alternator manufacturing plant spanning production planning, strategic sourcing, logistics, and supplier development supporting rapid ramp-up and sustained operational scalability across operations • Localized 95% of spend through low-cost country sourcing and vendor development, delivering recurring annual cost reductions of at least 3% of total spend while strengthening discipline and consistent enterprise margin expansion • Implemented SAP MM and developed detailed product-costing models linked to raw-material price volatility, improving margin control and pricing decisions across multi-plant manufacturing portfolios under volatile conditions globally • Established subcontractor and supplier ecosystem enabling rapid production scale-up and structured technology transfer from Italy

• Operationalized Supplier Quality Assurance function and quality laboratory for International business division supporting global customer programs to meet international quality, delivery, and compliance requirements at scale consistently • Improved right-first-time supplier acceptance from 70% to 95% through structured audits, corrective-action frameworks, and supplier capability development reducing rework, delays, and external customer escalations significantly over time across suppliers • Implemented strategic vendor program across 20 suppliers, strengthening quality performance, delivery reliability, and global customer compliance while enabling scalable, export-focused manufacturing operations globally • Expanded direct-ship supplier model to streamline inbound logistics, reduce lead times, eliminate redundant handling steps, and lower internal logistics and material-handling costs for improved logistics optimization and site efficiency

• Cultivated a low-cost global supplier base supporting manufacturing plants across India, Mexico, UK, and China for critical commodities and components while improving sourcing resilience and strategic margin expansion • Delivered recurring annual savings through global sourcing, alternate materials, and TCO initiatives, exceeding cost-reduction targets by 25% year-over-year through disciplined execution and negotiations for risk mitigation • Supported ERP (MAPICS) implementation and Lean Six Sigma initiatives to strengthen procurement controls, supplier performance, and production uniformity across multiple plants and international manufacturing operations • Implemented SOX-compliant procure-to-pay controls and global commodity sourcing strategies aligned with governance standards

B. Tech Mechanical