Business Transformation & Growth Leader | Driving Strategy, Growth & Execution | Building High Performance Teams & Supplier Ecosystems | Procurement & Business Development
Pune Division, Maharashtra, India
20K followers
500+ connections
About
I work at the intersection of business strategy, growth, transformation and execution with 20+ years of experience across procurement, supplier development, business development, sales and new product development in the automotive and manufacturing industry
In my career I have never been limited to one function. The common thread has been solving complicated business problems, building capabilities and making businesses work better. I have built supplier ecosystems from scratch, developed new business opportunities, created purchasing systems and processes, worked across customers, suppliers and internal functions and helped organizations operate in situations where there was no established playbook
These experiences have shaped my perspective on business transformation.
A cost problem may actually be a capability problem.
A supplier problem may actually be a systems problem.
A growth problem may actually be an execution problem.
A delivery problem may actually be a decision-making problem.
And sometimes, a people problem is really a leadership problem.
So, I think the real change starts happening when strategy, people, systems, capabilities & execution start to align
My interests include:
− 𝗕𝘂𝘀𝗶𝗻𝗲𝘀𝘀 & 𝗚𝗿𝗼𝘄𝘁𝗵 𝗦𝘁𝗿𝗮𝘁𝗲𝗴𝘆 - connecting strategy with execution, competitiveness and scalable growth
− 𝗕𝘂𝘀𝗶𝗻𝗲𝘀𝘀 𝗧𝗿𝗮𝗻𝘀𝗳𝗼𝗿𝗺𝗮𝘁𝗶𝗼𝗻 - building new ways of working, systems and capabilities
− 𝗦𝘂𝗽𝗽𝗹𝗶𝗲𝗿 𝗘𝗰𝗼𝘀𝘆𝘀𝘁𝗲𝗺 𝗗𝗲𝘃𝗲𝗹𝗼𝗽𝗺𝗲𝗻𝘁 - building technically capable, competitive & resilient supplier networks
− 𝗖𝗼𝘀𝘁 𝗖𝗼𝗺𝗽𝗲𝘁𝗶𝘁𝗶𝘃𝗲𝗻𝗲𝘀𝘀 - clean-sheet costing, VA/VE & strategic sourcing
− 𝗣𝗿𝗼𝗰𝘂𝗿𝗲𝗺𝗲𝗻𝘁 𝗧𝗿𝗮𝗻𝘀𝗳𝗼𝗿𝗺𝗮𝘁𝗶𝗼𝗻 - developing processes, systems and teams
− 𝗖𝗿𝗼𝘀𝘀 𝗙𝘂𝗻𝗰𝘁𝗶𝗼𝗻𝗮𝗹 𝗟𝗲𝗮𝗱𝗲𝗿𝘀𝗵𝗶𝗽 - Aligning stakeholders around business outcomes
I thrive on structure, clarity & direction—whether it’s building from the ground up, scaling an operation, solving a tough cost challenge, developing a new supplier ecosystem or creating a more effective way of working.
My approach is simple, to look beyond the function and understand the business problem behind it.
Because sustainable results rarely come from one department working better in isolation. They come when different functions are aligned around the larger goal, make smarter choices and own the result.
That’s the lens I use in my work and the perspective I share here on business transformation, growth, leadership, execution & career growth
Let’s connect & exchange perspectives on business growth
Articles by Annurag
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Green Procurement - Be Future Ready Now
Green Procurement - Be Future Ready Now
We all have witnessed the industrial revolution and recent technology breakthrough which has helped the industries to…
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Annurag Srivastava shared thisExcited to share that I will be speaking at the NextGen SCM Connect Automotive Summit 2026 on 30th September at Radisson Blu, Pune. Looking forward to exchanging ideas on the future of automotive supply chains and connecting with industry leaders. #NextGenAutomotiveSummit #Automotive2030 #KUVOSTECH #Purchasing #Procurement #StrategicSourcing #BusinessDevelopment #SupplyChain #AutomotiveIndustry #Pune #NextGenSCMConnect
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Annurag Srivastava shared thisI once faced an issue during a new product development where a 5 mm ECN in the part is what all it took resulting in 3 Weeks launch delay and pushing revenue out of the year We were just weeks away from SOP and the injection mould was already in manufacturing and we have planned the material and trial dates for final tool buy off. But during vehicle level validation engineering found an assembly interference issue for which tool need to undergo ECN. The change was simple we just need to shift one mounting feature by a few mm. Technically it was justified but commercially it was a different story The toolmaker confirmed that the level at which the tool has progressed making this modification will not be clean and will require rework and another loop of trial and dimensional validation post which we can have buy off and PPAP Run at rate at supplier end. This change consumed almost 3 weeks of launch buffer.The interesting part was that in this nobody was actually at fault. Engineering had found a genuine vehicle level issue and the toolmaker was working to the latest approved drawing. Purchasing had ordered based on the CAD information available at that time and project management was tracking the milestones and yet the business lost three weeks and that’s where it stopped being an engineering timeline problem and became a revenue problem. Three weeks meant three weeks of delayed shipments and billing. It also put pressure on the customer's vehicle launch plan and left less room to recover further issues and there was another cost that was harder to measure. As a lesson learnt this made me look at ECNs differently. Instead of only asking who caused the delay I started asking : - How much launch buffer is left ? - What is one week of that buffer worth in revenue ? - Which unresolved decisions could still consume it ? The biggest launch risks are often not the activities already marked red on the tracker but they are the small decisions sitting quietly upstream. That is why Engineering, Quality, Purchasing, Sales and Project Management cannot work in sequence. They need to look at the same project buffer and understand what that buffer is actually worth to the business. Because by the time a delay turns red on the project tracker it may already be red in the revenue forecast #BusinessGrowth #BusinessTransformation #BusinessStrategy #Leadership #CXO #Procurement #Sourcing #Cost #SupplierDevelopment #SupplierManagement #Mentoring
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Annurag Srivastava shared thisThe day I realized that instead of spending two weeks negotiating a supplier's price. We should have spent time with the drawing. We were sourcing a aluminum housing part for which we had a target of 1000 INR and we received quote of 1170 INR As purchasing we did everything right in getting more quotes, cost breakdowns, hard negotiation, VA/VE but the gap didnt move. So we opened the drawing with Engineering instead. The technical review we did helped us understand the areas which needed attention on the areas tolerances were tighter than needed, the areas which had extra machining and the surface finish which could have been avoided as the function never required it. These all points might sound small individually but cumulatively they were a big factor of driving the cost down towards target. As a result we were able to meet the cost target not because the supplier suddenly became cheaper but because the part became cheaper to manufacture. I wonder how often as sourcing professionals we keep asking - How do we get the supplier to our target instead of asking Why does this cost XX amount in the first place ? The lesson which remained with me from this incident was that the biggest procurement saving sometimes happens before Procurement starts negotiating So next time before you ask the supplier to reduce the price ask why the design costs this much #Procurement #PurchasingTransformation #Sourcing #GlobalSourcing #Strategy #BusinessGrowth #BusinessTransformation #BusinessLeaders #Leadership #CXO
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Annurag Srivastava shared thisIn automotive industry we often spend a lot of time evaluating the Tier 1 suppliers for cost, capacity, quality systems, PPAP capability, financial health but for a critical component that may not be enough. History of Warranty complaints and Recalls have shown that the problem origin traces back to Tier n supplier in the supply chain. Selecting a Tier 1 supplier is not always the same as controlling the supply chain and that made me think about a simple question we dont always ask early enough during supplier selection : Who actually makes the part that can stop my production line ? For critical components before nomination we should identify the critical components and map the Tier-2 suppliers behind them and seek clarity of these 3 key questions : 1. Business scenario if this component fails ? Not just will the component fail but understand the consequence like line stoppage, production loss, quality rejection, field failure, warranty exposure or customer escalation. 2. Where does the critical technical dependency actually is ? Which Tier-n supplier controls the process or technology that determines the components performance and who has approved and validated that dependency? 3. What happens if that supplier fails and how quickly we can recover ? Do we have an approved alternative or just an assumption that the Tier 1 will handle it? This doesnt mean managing every Tier n supplier yourself it means knowing where the real risk is sitting because when a quality or supply problem reaches the customer, nobody asks whether it was Tier 1, Tier 2 or Tier 3. The customer only sees one supply chain which is yours. In your supplier nomination process do you formally review critical Tier 2 suppliers or only the Tier 1? #CXO #BusinessStrategy #BusinessTransformation #BusinessStrategy #ProcurementTransformation #Sourcing #SupplierManagement #SupplierDevelopment
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Annurag Srivastava shared thisA project can meet every date in the project tracker and still miss SOP I have faced this issue in some of the automotive projects. It was not because purchasing missed the supplier date or not because engineering missed to release the drawing or not because of tooling team missing the tool completion date. The tracker was actually telling the current situation but the problem was somewhere else. The supplier had completed the tool on the committed date and the first trial happened on time and parts were available for validation but the trial exposed a manufacturability issue for which engineering had to do a design modification which meant tool has to undergo ECN and another loop of trial and validation Technically nobody had missed the original activity milestone but the project had lost time that was never visible in the original plan. This is the part I think project reviews often underestimate. In automotive NPD many a times we miss to address the risk on timeline due to : -A tool trial which may create a correction. -A validation failure which may create another requirement. -A customer review which may create a change. -A supplier pilot run which may expose a capacity or process issue. So during a critical launch I would ask one additional question: Where have we assumed that the first attempt will work ? And this question can expose more launch risk than another green or red status review because SOP is not delayed only when someone misses a date. Sometimes SOP is delayed because the project needed three attempts where the plan assumed one. Maybe the best project review is not the one that finds the red activity. It is the one that finds the untested assumption early. #BusinessGrowth #BusinessTransformation #BusinessStrategy #Sourcing #PurchasingTransofrmation #ProjectManagement #SupplierManagement
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Annurag Srivastava shared thisA project can have 20 people working on it and still have nobody owning it I have seen projects where every function was busy and every action item had an owner defined and every review meeting had a long status update R Y G. Yet the project kept moving away from the committed date Engineering was working on the drawing, Purchasing department was following the supplier , Quality team was waiting for samples and Project manager was updating the tracker . Everyone had an activity but the outcome was still nobody's problem The problem then ultimately becomes supplier delay. But the real question is was it really because of supplier . This is where I see a big difference between activity and ownership Activity Focuses on asking - What have you completed ? But the Ownership Focuses on asking - What is stopping us from achieving the committed result ? When a project is slipping I would rather have one person connect the dots across functions than have five people give five separate status updates Look at the dependency, find the real blocker and get the right people together to take the decision needed to move the outcome because customers don't care how many activities were completed they only care whether the product was delivered on time, at the right quality and at the committed cost In your projects what usually causes more delay lack of activity or lack of clear ownership for the final outcome ? #BusinessGrowth #BusinessTransformation #Sourcing #PurchasingTransofrmation #Growth #Leadership #Insights #Automotive #Industry #CXO
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Annurag Srivastava shared thisWe knew about TCO but 12 INR savings per part still influenced our decision The problem was not that we ignored TCO it was just that we simply underestimated it We were in a situation where we had two suppliers. One had the lower quote and the cost savings were obvious. We also knew the usual TCO logic which says quality, inspection, rejection, logistics and other hidden costs matter. Still we went with the cheaper option. Then we started facing the issue. The sourced suppliers raw material quality was inconsistent which led to increase in rejection rate for which we had to increase inspection to arrest problems before they reached assembly line and the quality team spent more time dealing with incoming material issues. In few cases the issue reached customer end as well leading to customer complaints. At that point the 12 INR saving looked very different. The interesting thing was not that we didn't understand TCO. The mistake was that the 12 INR saving was certain and visible at the time of sourcing and the future cost of poor quality was uncertain so it was easier to discount it. That experience changed how I evaluate sourcing decisions now , now when supplier quotes are close I dont stop the discussion at asking Who is cheaper rather I understand what each supplier is capable of consistently delivering especially where raw material, process capability and quality can directly affect the customer's product. We eventually moved the business to a supplier with better technical capability. The lesson for me from this situation was that knowing TCO is not enough you have to use it when the sourcing decision is actually being made. Have you ever knowingly chosen the lower cost option and discovered later that the hidden cost was much higher? #Sourcing #ProcurementTransformation #BusinessGrowth #BusinessTransformation #Growth #CXO #BusinessLeaders #Leadership #Mentoring
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Annurag Srivastava shared thisOnce I spent an hour negotiating ₹8 off a part that had ₹25 of avoidable cost built into it This is one of the easiest ways to misunderstand product cost When a quote comes to a buyer, the initial response is to contemplate on how much the supplier can reduce. This is a fair question to think of but what I realized a better way to approach this is by asking why does this part cost this much in the first place Going deep at what happened before the supplier even quoted regarding material selection by engineering that was easy to specify but expensive to process. The design that has a feature which increases the complexity and machine time. The specifications which could have been simplified or the part aesthetic requirements which increases the rejection rate or processing time. In this situation buyer receives 100 Rs quote and is expected to make 95. Even though a supplier genuinely wants to optimize its quote may find it difficult to match the target cost this is why I dont see product cost reduction as simply a supplier negotiation exercise. If we want a 100 Rs part to become 90 then the conversation should start much before the specifications and design are freezed that makes the cost 100. The biggest savings opportunity is often hidden in a decision that nobody currently calls a cost decision. As per your experience at what stage do you think most product cost gets locked in design, sourcing, tooling or production? #Sourcing #Negotiation #ProjectManagement #RiskManagement #Growth #Strategy #Purchasing #CXO #BusinessGowth #PurchaseTransformation
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Annurag Srivastava shared thisThe customer said our price was 8% higher Our initial reaction was predictable where can we reduce the cost ? The purchasing team started looking at material and supplier costs, engineering looked at design changes and the team started discussing what could be removed or negotiated without hurting the project During the customer meeting we enquired more to understand their underlying concerns and commercial assumptions then we realized that 8% was not really the biggest concern for them , they were more worried about execution risk because of the stringent project timeline . The customer was really concerned on Whether the supplier could we deliver the tooling on time ? What would happen if the drawing changed? Could we react quickly during trials? If something went wrong would we solve it or push the problem back to them? Suddenly, the price objection looked different. The customer was not simply asking, Why are we 8% higher? They were really asking are we worth paying 8% more ? That changed our approach completely Instead of immediately offering a price reduction we demonstrated how we would manage engineering changes, trials, response time, problem solving and delivery commitments. This changed the complete discussion , the discussion moved away from price reduction to show us how we will execute. We were no longer defending an 8% premium; we were explaining what the customer was getting in return for it. Sometimes YOUR PRICE IS HIGH is not a price discussion. It can be a risk discussion disguised as a price discussion and if we respond only with cost reduction we may solve the wrong problem and is the Starting Point for further Investigation from your side #Sourcing #Negotiation #ProjectManagement #RiskManagement #Growth #Strategy #Purchasing #CXO #BusinessGowth #PurchaseTransformation
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Annurag Srivastava liked thisAnnurag Srivastava liked this🚘 FULL HOUSE AT NEXTGEN AUTOMOTIVE SUMMIT 2026 – PUNE! 🚘 What an incredible response! **Radisson Blu, Kharadi, Pune** is buzzing with automotive leaders, CEOs, CXOs, OEMs, supply chain, procurement, manufacturing, EV and mobility professionals. A day filled with powerful conversations, industry insights, meaningful networking and future-focused ideas around: “India Automotive 2030: At the Beginning of a New Competitive Cycle.” 🙏 A heartfelt thank you to our distinguished speakers, guests, partners, sponsors and every participant for making this summit a truly impactful industry platform. The room is full. The conversations are powerful. The future is being shaped. NextGen Automotive Summit 2026 People | Ideas | Impact Aatul Tiwari Sanjay Pal Girish VS #NextGenAutomotiveSummit #Automotive2030 #Pune #AutomotiveLeadership #SupplyChain #EV #Mobility #Manufacturing #Procurement #NextGenSCMConnect
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Annurag Srivastava liked thisAnnurag Srivastava liked this𝐌𝐄𝐄𝐓 𝐓𝐇𝐄 𝐋𝐄𝐀𝐃𝐄𝐑𝐒 𝐒𝐇𝐀𝐏𝐈𝐍𝐆 𝐀𝐔𝐓𝐎𝐌𝐎𝐓𝐈𝐕𝐄 𝟐𝟎𝟑𝟎 𝗡𝗘𝗫𝗧𝗚𝗘𝗡 𝗔𝗨𝗧𝗢𝗠𝗢𝗧𝗜𝗩𝗘 𝗦𝗨𝗠𝗠𝗜𝗧 𝟮𝟬𝟮𝟲 | 𝗣𝗨𝗡𝗘 The stage is set. The conversations are ready. And some of the 𝗺𝗼𝘀𝘁 𝗮𝗰𝗰𝗼𝗺𝗽𝗹𝗶𝘀𝗵𝗲𝗱 𝗹𝗲𝗮𝗱𝗲𝗿𝘀 𝗮𝗰𝗿𝗼𝘀𝘀 𝗜𝗻𝗱𝗶𝗮’𝘀 𝗮𝘂𝘁𝗼𝗺𝗼𝘁𝗶𝘃𝗲 𝗲𝗰𝗼𝘀𝘆𝘀𝘁𝗲𝗺 are coming together in Pune. We are proud to bring together an exceptional speaker community representing 𝗔𝘂𝘁𝗼𝗺𝗼𝘁𝗶𝘃𝗲 𝗢𝗘𝗠𝘀, 𝗔𝘂𝘁𝗼 𝗖𝗼𝗺𝗽𝗼𝗻𝗲𝗻𝘁𝘀, 𝗠𝗮𝗻𝘂𝗳𝗮𝗰𝘁𝘂𝗿𝗶𝗻𝗴, 𝗦𝘂𝗽𝗽𝗹𝘆 𝗖𝗵𝗮𝗶𝗻, 𝗣𝗿𝗼𝗰𝘂𝗿𝗲𝗺𝗲𝗻𝘁, 𝗙𝗶𝗻𝗮𝗻𝗰𝗲, 𝗧𝗲𝗰𝗵𝗻𝗼𝗹𝗼𝗴𝘆, 𝗘𝗩 & 𝗠𝗼𝗯𝗶𝗹𝗶𝘁𝘆, 𝗕𝘂𝘀𝗶𝗻𝗲𝘀𝘀 𝗧𝗿𝗮𝗻𝘀𝗳𝗼𝗿𝗺𝗮𝘁𝗶𝗼𝗻 𝗮𝗻𝗱 𝗜𝗻𝗱𝘂𝘀𝘁𝗿𝘆-𝗔𝗰𝗮𝗱𝗲𝗺𝗶𝗮. From strategic sourcing and resilient supply chains to AI, digital transformation, manufacturing excellence, EV mobility, customer economics, finance and the future of auto components — the Summit will bring diverse leadership perspectives into one room. 🎯 THEME “𝗜𝗻𝗱𝗶𝗮 𝗔𝘂𝘁𝗼𝗺𝗼𝘁𝗶𝘃𝗲 𝟮𝟬𝟯𝟬: 𝗔𝘁 𝘁𝗵𝗲 𝗕𝗲𝗴𝗶𝗻𝗻𝗶𝗻𝗴 𝗼𝗳 𝗮 𝗡𝗲𝘄 𝗖𝗼𝗺𝗽𝗲𝘁𝗶𝘁𝗶𝘃𝗲 𝗖𝘆𝗰𝗹𝗲” 📅 𝟑𝟎𝐭𝐡 𝐒𝐞𝐩𝐭𝐞𝐦𝐛𝐞𝐫 𝟐𝟎𝟐𝟔 📍 𝐑𝐚𝐝𝐢𝐬𝐬𝐨𝐧 𝐁𝐥𝐮, 𝐊𝐡𝐚𝐫𝐚𝐝𝐢, 𝐏𝐮𝐧𝐞 This is more than a conference. It is a 𝗹𝗲𝗮𝗱𝗲𝗿𝘀𝗵𝗶𝗽 𝗽𝗹𝗮𝘁𝗳𝗼𝗿𝗺 𝗳𝗼𝗿 𝗶𝗱𝗲𝗮𝘀, 𝗶𝗻𝘀𝗶𝗴𝗵𝘁𝘀, 𝗰𝗼𝗻𝗻𝗲𝗰𝘁𝗶𝗼𝗻𝘀 𝗮��𝗱 𝗰𝗼𝗻𝘃𝗲𝗿𝘀𝗮𝘁𝗶𝗼𝗻𝘀 𝘁𝗵𝗮𝘁 𝗰𝗮𝗻 𝗶𝗻𝗳𝗹𝘂𝗲𝗻𝗰𝗲 𝘁𝗵𝗲 𝗻𝗲𝘅𝘁 𝗽𝗵𝗮𝘀𝗲 𝗼𝗳 𝗜𝗻𝗱𝗶𝗮'𝘀 𝗮𝘂𝘁𝗼𝗺𝗼𝘁𝗶𝘃𝗲 𝗷𝗼𝘂𝗿𝗻𝗲𝘆. 𝗕𝗲 𝗶𝗻 𝘁𝗵𝗲 𝗿𝗼𝗼𝗺 𝘄𝗵𝗲𝗿𝗲 𝗔𝘂𝘁𝗼𝗺𝗼𝘁𝗶𝘃𝗲 𝟮𝟬𝟯𝟬 𝘁𝗮𝗸𝗲𝘀 𝘀𝗵𝗮𝗽𝗲. 🔗 REGISTER NOW: www.nextgenscmsummit.com 📩 Sponsorship & Partnership: events@nextgenscmconnect.com Call on -7666438880 or 9820512020 CONNECT • COLLABORATE • INNOVATE • SHAPE AUTOMOTIVE 2030 Aatul Tiwari Sanjay Pal Girish VS Roshni Shetty Ganesh Kotalkar Vijaykumar S Jatti Dhruv Raj Sirohi, CSCP Chiranjit Dutta Nilesh Chougule Shubham Srivastava #NextGenAutomotiveSummit #Automotive2030 #AutomotiveLeadership #AutomotiveCXO #AutomotiveIndustry #SupplyChain #Procurement #Manufacturing #EV #Mobility #Technology #AI #AutoComponents #Pune #NextGenSCMConnect
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Annurag Srivastava liked thisAnnurag Srivastava liked thisHonored to receive innovative leadership and shining star award in the field of Agriculture biosciences from MD of Mosaic India Mr Robin Edwin. Mosaic company is the world's leading producer and marketer of concentrated phosphate and potash crop nutrients. Looking forward towards tremendous growth and synergies ahead. Also our endeavors to simplify life of farmers through world class products
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Annurag Srivastava liked thisExcited to share that I will be speaking at the NextGen SCM Connect Automotive Summit 2026 on 30th September at Radisson Blu, Pune. Looking forward to exchanging ideas on the future of automotive supply chains and connecting with industry leaders. #NextGenAutomotiveSummit #Automotive2030 #KUVOSTECH #Purchasing #Procurement #StrategicSourcing #BusinessDevelopment #SupplyChain #AutomotiveIndustry #Pune #NextGenSCMConnect
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Annurag Srivastava liked thisAnnurag Srivastava liked thisSPEAKER ANNOUNCEMENT | NEXTGEN AUTOMOTIVE SUMMIT 2026 – PUNE We are delighted to welcome Annurag Srivastava Director – Purchasing & Business Development | KUVOS TECH as a Distinguished Speaker at the NextGen Automotive Summit 2026. 📅 30th September 2026 📍 Radisson Blu, Kharadi, Pune 🎯 Theme: “India Automotive 2030: At the Beginning of a New Competitive Cycle” With expertise spanning Purchasing, Strategic Sourcing and Business Development, Annurag Srivastava will bring valuable perspectives to the evolving automotive ecosystem and the opportunities emerging across procurement, supplier partnerships, innovation and business growth. 🤝 Connect • Collaborate • Innovate • Shape Automotive 2030 🔗 Register: www.nextgenscmsummit.com 📩 Sponsorship & Partnership: events@nextgenscmconnect.com Aatul Tiwari Sanjay Pal Girish VS Roshni Shetty #NextGenAutomotiveSummit #Automotive2030 #KUVOSTECH #Purchasing #Procurement #StrategicSourcing #BusinessDevelopment #SupplyChain #AutomotiveIndustry #Pune #NextGenSCMConnect
Experience
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KUVOS TECH
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Samvardhana Motherson Reydel Companies
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Assistant Manager - Purchase & Supplier Performance Engineering
Samvardhana Motherson Reydel Companies
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Senior Quality Assurance Engineer
G.S.P Power Projects
Education
Licenses & Certifications
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VDA 6.3 Process Auditor
Verband der Automobilindustrie (VDA) e.V.
IssuedCredential ID P-6.3-1604-B-12851-1
Languages
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English
Professional working proficiency
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Hindi
Native or bilingual proficiency
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Marathi
Limited working proficiency
Recommendations received
2 people have recommended Annurag
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Aevitas Procurement Services Pvt. Ltd.
A Pune plant almost halted production because one fastener supplier went silent. The post-mortem exposed a failure pattern that repeats across 90% of Indian factories. The line stopped. A ₹2 lakh component. 48 hours of inventory left. The supplier went silent. No safety stock. No alternate vendor. No visibility beyond the PO. The real cost was 40 idle operators and a plant manager who lost a week of sleep. This is not a supplier problem. This is a sourcing strategy problem. Here's what the post-mortem revealed across three Indian plants: → 68% of critical components had single-source dependency. → Quality varied wildly between batches because no supplier KPIs existed. → "Logistics" meant one trucking contractor with no tracking. → State-level tax and customs paperwork added 6 to 9 days of hidden lead time. The fix wasn't negotiation. It was a disciplined sourcing system built on Kraljic segmentation. Fasteners became leverage items, not routine buys. • Third-party pre-shipment inspections to stop batch quality swings before the line. • Dual sourcing for every A-category part. No single point of failure. • Contract risk clauses with penalty and escalation terms. • Monthly business reviews with scorecards for delivery, quality, and cost. The result? Zero stockouts in 14 months. Procurement cost down 11%. Supplier lead time variance cut by half. The lesson: Indian plants don't fail because of bad suppliers. They fail because procurement is treated as clerical, not strategic. The infrastructure, the regulations, the quality gaps, those are constants. The variable is how you source. The uncomfortable question: which single part in your plant is one supplier away from stopping your line? And what will it cost you to find out? #StrategicSourcing
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