Shahriar Mohammad

Head - Global Production Category and Indirects Procurement - LT member - GBS Global, Board memeber- GBS Asia and Digital and Talent Supply.. Scope : Full scope Indirects Procurement , USD 2.5 BN Spend, 1000 internal stakeholders, 4000 suppliers , team of 25 ·        Leading Category Procurement Organization globally comprising of full scope Indirects procurement supervised a team of 25 (of which 5 Category Heads reporting into me) which I had built from ground zero covering USD 2.5BN spend, 1000 Internal Stakeholders, 4000 suppliers (in transition 2.5Bn +25 FTE) supporting bp Corporate , Production & Operations, Customer and Products, bp Pulse and bp light source. ·        Successfully delivered USD 80 M in Saving over last 2 years through E-auction & transformational digital procurement strategies by landing fully curated Demand to Pay value chain management Market places across several procurement categories. ·        Landed USD 50 M free cash flow to compliment bp’s net debt agenda through various structured financing initiatives and supplier payment term extensions. ·        Conceptualised and Created an Agile Elite Team of Squad called ‘GBS Foundry’ who looks at a problem statement with an Entrepreneul mindset and does DICOVERY of new suppliers, new solutions, new tech, new business models & innovation, incubates by testing fast and failing fast and then execute, drive change management and pass it back to BAU Category heads to run and maintain. ·        Successfully implemented the Supply Chain Resilience and Risk Control tower for bp procurement through a multiparty alliance solution that would digitally detect risks both internal and external , predict impact and suggest risk mitigating solutions, the platform is mobile first. This has help bp’s various business unit to save millions of dollars in production losses and stock outs across trade value chain. Reimagining Energy Reinventing bp Performing while Transforming..

• Provided overall strategic stewardship to global procurement of € 34BN Spend & orchestrating business • Successfully crafted Procurement Strategy 2020 & beyond at a global level to create a future-fit agile organization and supported the CPO in driving the operational plan for the year and the phased implementation of Strategy since 2017 • Partnered with Unilever Procurement Leadership Team (UPLT) to enable local and regional implementation of global strategic programs and projects Selected Highlights: • Significantly increased savings through large-scale value creation programs o Conceptualized and drove revamp of E-tender control tower resulting in 78% spend coverage coming through e-tendering within 1.5 years of launch and saving 100k manpower hours o Rolled out the Design to Value program to reformulate and repackage existing products with a projected 30-40% cost savings at a global scale o Successfully launched the ‘Lean program’ forming long term strategic partners with the Top 50 global suppliers enabling shared expertise and resources • Redesigned the organization from ‘global procurement, local operations’ to a distributed procurement organization working closely with 3 other senior leaders for sustainable progress • Successfully led phased implementation of digital strategy for procurement to support global strategic direction • Led business critical engagements and collaboration between Economic Development Board of Singapore and Unilever for hub expansion in Singapore as well as driving Palm and Plastic Sustainability Strategy and Leadership Standards

• Leading €200+M Spend, 10 direct reports, led procurement operations for East Africa & emerging markets | Board Member • Led business transformation of a fledgling business to exceed the management expectations delivering an ambitious 3-year plan within 1.5 years • Developed a robust Resilience plan for all high risk materials and single sourced materials to ensure business continuity in the event of any crisis Selected Highlights: • Played a pivotal role to Turn-around the business within a tight timeframe of 1.5 years with the end result of higher double digit business growth , significant basis points in gross margin Improvement enabled by €10M Savings delivery & zero working capital through structural financial changes • Enhanced existing products through use of local and sustainable raw materials like using rape seed oil to replace palm oil, development of local spices thereby improving local livelihoods and saving import costs in the process • On shoring of business critical Brands/SKU s through Strategic 3rd Party contract manufacturing , thereby significant reducing internal OHs & delivering on higher custom duty and tax savings • Successfully transformed marketing, business services & supply chain services procurement by implementing best practices in space of activation, Point of Sale Material (POSM) print, creatives, field Sales marketing, workplace services, Utilities and MRO. • Contributed significantly in reaching zero working capital through supplier payment term extensions and vegetable oil consignment stocking using structured financing

• Leading €1.3BN Spend, Business partnering with 6 country boards, led marketing and business services procurement across 6 markets in a newly created role • Drove transformational value creation programs by crafting 4 pillars of focus for the role - business and stakeholder connect, supplier-led innovation, brilliant basics, and future-proofing talent • Led operational excellence delivery hitting various performance metrics Selected Highlights: • Generated €200M+ savings and avoidance in Marketing, Business Services and Supply Chain Portfolios with €50M in free cash flow through supplier payment term extensions • Spearheaded insourcing of indirect procurement from IBM and expanding the internal team from 10 to 34 within a year while driving change management with senior stakeholders

• Leading €600M Spend, 3 direct reports, handled procurement capability for 4 materials with 3M tons annual volume catering to 90+ Unilever’s Home Care Detergent factories covering €600M spend across 14 countries in AAR region Selected Highlights: • Delivered €30M savings through alternative materials and suppliers as well as formulation optimization projects • Successfully built low cost supply base out of China and India • Negotiated payment terms extension with all key suppliers in the range of 90-120 days through organic and structured financing

• Leading €7BN Spend, 5 direct reports, handled indirect procurement with a focus on materials marketing and services procurement across AAR region • Spearheaded joint business planning annually partnering with procurement, IBM senior buyers and key stakeholders to formulate a robust savings and value creation funnel across marketing and business services Selected Highlights: • Revamped marketing procurement through 4 strategic plays o De-coupled cost model for all marketing events and activation o Cost plus variable incentive for Field Sales – Smollan Field Sales Agency - South Africa & China o Low cost sourcing of premiums ex India, China & SEAA within Asia and rest of AAR o Successfully rolled out professional print management solution in space of print/POSM/retail displays in India, Australia and South Africa • Delivered €90M in savings and avoidance and €20M in free cash flow through supplier payment terms extension • Successfully implemented Ariba Procure 2 Pay tool, SAP BW across AAR, leading the transformation and change management, driving spend compliance through the tool and re-modelling the ways of working with stakeholders

• Leading 7 direct reports, overall responsibility for strategy and operations of the joint venture between Daimler Chrysler and Mitsubishi with a turnover of US$120M covering 3 major brands – Mercedes, Chrysler and Mitsubishi • Crafted an operating plan for 2006 and a 3 years strategic plan to build US$200+ M company before moving to Singapore to take over SEA sales strategy and operations in early 2007 Selected Highlights: • Created a new organization structure, transforming the 3 divisions into brand centres to focus on brand building, activation, sales and after-sales • Built a shared service (supply chain, finance, IT, HR) to business partner the divisions in driving value creation • Penetrated new channels – Viano launched (100 units market) for garments’ entrepreneurs and medium to high end commercial buses (adding US$260M in 4 years to Top line) for intercity connectivity • Successfully delivered 11% top line growth for 2 consecutive years through stronger focus in mix change, sharper branding activation, corporate account management, creating a vibrant ambiance in the brand centres and loyalty programs in service centres

Joined as a Management Trainee in 1998 and subsequently progressed to Head of Procurement in 2002 • Leading 5 direct reports, overall responsibility of procurement (both direct and indirect) Selected Highlights: • Played an instrumental role in remodeling procurement supply chain, contributing to transformational value creation through spec opt, duty opt, and onshoring of packing materials • Delivered €5M in cost savings and 20% in raw material/ packaging materials inventory reduction and extending supplier credits to support zero working capital program