Senior Process Associate, CMT

Mapping Ops
Job ID: 2730607 | ADCI - Delhi - P99

Apply now
DESCRIPTION
In this role, you will be responsible to monitor and ensure the accuracy of the pricing
analytics & operations team through audits and process improvement activities. The
job involves auditing operations teams & system outputs, suggesting and
implementing process/system improvements, and identifying emerging process
performance trends.
You will be responsible to audit, track and maintain the quality metrics of assigned
processes. The individual will interact with the business, automation & technology
teams to help drive operational and system improvements.
The successful candidate should have the ability to work at all levels with an eye for
detail to achieve process goals, actively seeks to understand Amazon’s core values
and translates those into everyday practices.

Key job responsibilities

• You perform a variety of procedures and are able to troubleshoot with
documentation.
• You escalate when actions needed deviate from available processes and/or
procedures.
• You are clear and concise in your communication (e.g., tickets, SIMs, notes, issues
and/or task tracking entries, write-ups).
• You participate in meetings effectively, provide input, and are learning to manage
meetings effectively.
• You are trusted to present your work up to two levels above you (L5).
• And come up with ideas and actions for continuous process improvements.

BASIC QUALIFICATIONS
- Bachelor's degree
- Speak, write, and read fluently in English
- Experience with Microsoft Office products and applications
- Experience with Excel

PREFERRED QUALIFICATIONS
- Bachelor's degree in a quantitative discipline such as statistics, mathematics,
economics, computer science, or any related quantitative field
Supply Chain Compliance: What
is it and how to maintain it?
Rules and regs are meant to maintain safety and security for everyone. Which is a
major component for supply chain and manufacturing. This is where supply chain
compliance comes in.

Below, we explain what supply chain compliance is and the 4 best practices to
maintaining it.

What is Supply Chain

Compliance?
Supply chain compliance refers to the adherence of companies to relevant laws,
regulations, and industry standards throughout their supply chain operations. It
involves ensuring that all aspects of the supply chain, from sourcing raw materials to
delivering finished products or services to customers, meet the required legal and
ethical standards.

Therefore, it’s crucial for maintaining the integrity of the supply chain, mitigating
risks, and upholding the reputation and credibility of the organization.

Key aspects of supply chain compliance include:

 Labor Standards: Ensuring that suppliers and partners follow labor laws, including fair
wages, reasonable working hours, safe working conditions, and no use of child or forced
labor.
 Ethical Sourcing: Ensuring that raw materials and components are sourced responsibly,
without contributing to illegal practices, environmental harm, or social injustices.
 Environmental Regulations: Complying with environmental laws and regulations
throughout the supply chain to minimize the environmental impact of operations, including
waste management, emissions control, and sustainable practices.
 Product Safety and Quality: Ensuring that products meet safety standards and quality
requirements, and that they are produced and handled in accordance with relevant
regulations.
 Data Protection and Privacy: Complying with data protection laws and ensuring that
customer and employee data is handled securely and ethically.
 International Trade Regulations: Adhering to trade laws and regulations when dealing
with imports and exports, including customs duties, trade restrictions, and export controls.
 Anti-Corruption and Bribery: Implementing measures to prevent corruption and bribery
throughout the supply chain and complying with anti-corruption laws.
 Conflict Minerals Compliance: Ensuring that minerals sourced from conflict-affected
regions are not used in products, as required by regulations such as the Dodd-Frank Act.
 Social Responsibility: Engaging in socially responsible practices that support the well-
being of local communities and stakeholders affected by the supply chain.
 Supplier Audits and Monitoring: Conducting regular audits and assessments of suppliers
and partners to ensure ongoing compliance and identify areas for improvement.
Maintaining supply chain compliance often involves close collaboration with
suppliers, vendors, and partners. Companies may establish codes of conduct,
supplier agreements, and verification processes to monitor compliance. Additionally,
companies may seek certifications, such as ISO 9001 for quality management or
ISO 14001 for environmental management, to demonstrate their commitment to
supply chain compliance and sustainability.

Best Practices for Maintaining

Supply Chain Compliance
When it comes to keeping their supply chains safe and in line with local regulations,
industry needs vary.

For example, food manufacturers may need to keep a closer eye on timelines and
temperatures to ensure food safety, and manufacturers of military equipment may
need to be more thorough about ensuring that only people with the right security
clearances can access their goods. And, of course, the official regulations will vary
from one country to the next.

However, any business that sells physical goods should be keeping a clear handle
on the origins and the journeys of their products — and the supplies or ingredients
used to make those products. After all, a better understanding of your products gives
you more data on how to improve what you sell — and how to increase profit
margins, too.

Plus, vendors and retailers can use supply chain data to better market their products,
and logistics and manufacturing companies that offer better records and
transparency may gain an edge with vendors.

Here are some of the best practices for supply chain compliance that can apply to
every industry.
1. Evaluate and onboard new
suppliers carefully
A big part of supply chain safety, security, and compliance is making sure that the
suppliers you choose to work with are operating within the bounds of the law and
sourcing their products ethically.

Before you sign on with any supplier, you need to gather some evidence that they’re
following all the rules.

It can help to think of onboarding a new supplier the same way you’d onboard a new
employee. You’ll need to do your background research and check references
beforehand, and carefully “train” them as they first start up so that they understand
your standards for behavior.

And just like employees, it can help to use set procedures for this vetting and
onboarding process so no step is skipped. It also helps to have suppliers sign an
agreement that they understand your values and agree to operate accordingly.

Beyond that, you can also use third-party services to assess risk and evaluate
compliance for any prospective supplier, and incorporate this step into the supplier
onboarding process.

2. Store supplier data centrally (and

organize it visually)
It’s easier to make sure that you have all updated information on your suppliers when
you keep all supplier-related documents (insurance, safety, legal, etc.) in one secure,
central location where people from all relevant departments can see and manage it.

Some supply chain management software programs can handle this job, plus they
can display supplier information and data in dashboard format. Dashboards and
reports can show both suppliers and sub-suppliers, and can even allow users to sort
suppliers visually based on things like their inventory and their invoice status.

Software programs can also come with other helpful features, such as alerts for
when a supplier’s certification is expiring.

Regardless of how you store supplier data, you should have a way to remind
yourself to re-evaluate suppliers regularly for things like updated certification,
compliance, and commitment to your company’s values (such as sustainability or fair
labor practices).
3. Improve product tracking and
labeling
Trusting your suppliers and keeping track of their certification is important, but many
manufacturers and distributors are taking things further by keeping track of each
individual product.

An increasing number of industries — from electronics to food and beverage to

pharmaceuticals — have embraced sophisticated tracking methods that make it
easier to tell where any individual unit or product has been. Typically, this happens
via assigning a unique number or alphanumeric code to each product, then encoding
that serial number in barcode form on the product’s label. However, as we wrote
in our post on food traceability, some companies are getting creative and using
blockchain apps or even DNA tags for food to help trace products through the supply
chain.

These tracking features and programs make it easier to quickly find out where any
particular product has come from, which in turn makes it easier to handle potential
recalls more easily or pinpoint which products have been affected by contamination.
Keeping detailed tracking info for each product also makes it easier to identify
authentic products and spot counterfeits.

The company Loftware, which offers a digital platform for companies to produce and
manage their own product labels and artwork, notes the difference between tracking
and tracing in their report published in Supply Chain Management Review.

Tracking “refers to following the movement of product from one place to the next,
and the activity surrounding that transaction,” while tracing “is all about identifying a
product’s origin—including the parts or materials used in making it.”

Tracking is more about the logistical touch points of moving the product, while
tracing is about keeping records and certificates that can be used to identify the
original source of a product.

However, the best companies are using tracking and tracing to their advantage.

4. Keep track of visitor details

Besides keeping details about the timing and location of a product’s origin and its
journey throughout the supply chain, good supply management also requires a
record of which people had access to the product or ingredient throughout its
lifetime.

For most industries, it’s a best practice to limit the number of people who have
access to the product overall. This decreases risk that a product could be tampered
with and maximizes security.
Some industries also keep more detailed information about who has had access to
their facilities, and when. In fact, tracking visitor access is required of companies that
want to join the Customs-Trade Partnership Against Terrorism.

Related post: The Business Advantages of C-TPAT Certification

Other organizations, such as the International Standards Organization, also include

visitor recordkeeping in many of its standard practices for various industries. And, of
course, some sensitive materials will always be subject to regulations by the
government, and many of those regulations include visitor tracking.

Although you must take care not to infringe on visitors’ personal privacy, tracking
visitor data has other benefits, too. You can use it to better assess how much staff
you need, for example, and understand who is coming to your facility and why.

If you’re ready to try a top-rated visitor management system, we invite you to try The
Receptionist for iPad for two weeks free. The Receptionist for iPad is a great fit for
manufacturers, logistics companies, and warehouses. Take the product tour below to
learn more.

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 1. GLOBAL SUPPLY CHAIN

SOX and the supply chain

Oct. 5, 2004

While the popular perception is that Sarbanes-Oxley (SOX)

compliance is a necessary burden laden mainly on the shoulders
of corporate financial officers,


While the popular perception is that Sarbanes-Oxley (SOX) compliance is

a necessary burden laden mainly on the shoulders of corporate financial
officers, in fact there are distinct supply chain advantages that
accompany the compliance process.

"SOX is far reaching and touches every component and function and
division and branch within a company," says Les Stone, associate partner,
Finance & Performance Management Service Line, with Accenture. As
Stone views the controls sought by SOX, he observes, "It isn't anything
new. The importance placed on internal controls was always there — both
from a corporate standpoint as well as an auditor's perspective."

Some sections in the Sarbanes-Oxley Act of 2002 are quite clear in

spelling out what is expected in reporting, how to reach conclusions and
what consequences derive for failure to meet requirements. Stone points
to Section 302, which deals with CEO and CFO signoffs; and Section 906,
with penalties and rules around record retention and board audit
committee responsibilities. He characterizes these sections as fairly black-
and-white in their approach.

However, Section 404 presents an entirely different face — it requires the

filingof an internal control report along with a company's annual report
(10-K).
"Many people expected after regulations were postponed three times that
the U.S. Securities and Exchange Commission (SEC) and Public Company
Accounting Oversight Board (nicknamed "Peek-a-Boo") would come out
with a definitive set of guidelines," Stone notes. "Many thought they would
issue a holy grail , if you will, showing companies how to perform internal
control compliance." That didn't happen.

The SEC did not issue what would have been a cookie-cutter approach to
evaluating controls as required in Section 404, nor did it provide a
checklist. Instead, it asks companies to define their own framework and
then to explain that to the SEC. As it turns out, most companies use
criteria issued in a 1990s framework by the Committee of Sponsoring
Organizations (COSO) in its "Internal Control — Integrated Framework."

"Everyone is going down a path using COSO," says Stone, "but Peek-a-Boo
suggests that you don't need to evaluate 100% of your controls, just your
critical controls and those that are most likely to cause reporting
irregularities. You are going to have different controls in different
businesses — computers and banking, for example."

With so many differences from company to company — even within the

same manufacturing sector — the process of complying with Section 404
is a factor in gaining a supply chain edge. Section 404 compliance
necessitates a great deal of pre-work that has to happen in terms of
documentation and evaluation against a framework like COSO.

"If people are only looking at Section 404 to comply with SOX," notes
Stone, "they are missing a huge opportunity to gain a competitive
advantage."

"Although Section 404 focuses on internal controls over financial

reporting, the fundamental approach to achieving compliance has a
complementary impact on supply chain infrastructure design, transaction
integrity and reporting measures, both in financial and operational
nature," states a white paper produced by educational society APICS and
risk management consulting firm Protiviti.

To provide a framework for companies seeking to link financial and supply

chain data in order to understand their status, APICS/Protiviti suggest that
supply chain processes be broken down into seven activities — plan,
source, produce, store, transport, sell and return (see Table 1). Then,
they suggest companies adopt a four-phase program to achieve a
competitive edge based on "well-documented, well-understood and well-
controlled supply chain processes" (see Table 2).

Simply stated, in moving to meet the requirements of SOX, companies can

turn to data gathering techniques (e.g., activity-based costing) and
technology (e.g., enterprise resource planning). With accurate data
available and a clear vision for all departments into internal controls, the
means to achieve a true supply chain edge are at hand, as is the ability to
meet the requirements of SOX.

One of the key aspects of SOX is that it refers to reporting transparency,

which is more than just looking at numbers. It's understanding what's
behind those numbers. When looking at gross margins, for example,
companies need to focus on where there are material, labor, overhead
and transportation cost variances. The question then becomes: What are
we doing within our supply chain to address those variances?

Stone points out that from a vendor perspective within the supply chain,
it's necessary to understand what's happening in the marketplace, i.e.,
what types of new programs vendors and suppliers are offering, or should
be offering.

"I remember when it was common to push suppliers to put material on

premises on consignment to be paid for it as it was used," he says. "Today
people are looking at fill rates and lead times, and other aspects of the
market — whether it's competitive information or understanding a
company's markets and its segments. But within the supply chain, those
are the things that must be managed."

There is a cautionary note to be heeded in approaching SOX compliance.

If a company is not properly utilizing its cash, inventory, receivables and
payables and is being "creative" in terms of establishing programs with its
customers and suppliers, the company will eventually lose all the value it
could have derived from the compliance effort.

As Stone notes, "As companies develop a map telling them where they
want to go and execute against that map — as they understand what the
key value drivers are and how to manage future value — they become the
companies that are going to be better rewarded in the marketplace."

One of the keys, he says, is how a company takes SOX compliance and
leverages that to allow it to gain a competitive advantage. "At the end of
the day, it's just that simple."

Table 1

Supply Supply Chain Financial Reporting Financial Reporting Supply Chain

Chain Transactions Elements (balance Elements (income Reporting Elements
Business sheet) statement) (some examples)
Process

Plan Raw materials are Raw materials Cost of sales Supplier delivery
purchased Accounts payable performance
Cash and debt Cost and quality
Planned deliveries
Source Purchase of equipment, Property and Depreciation Supplier delivery
direct and indirect equipment(net) Taxes performance
material, and services Accounts payable Cost and quality
Cash and debt Planned deliveries

Produce Products are Raw materials Cost of sales On-time delivery

manufactured or raw Work in progress Wages Quality and cost
materials are converted Accounts payable Utilities Routing accuracy
Accrued expenses Production plan
Wages payable performance
Cash Production
schedule
performance
Scrap rate
WIP levels
Planned production

Store Raw materials, work in Raw materials Cost of sales Inventory accuracy
progress, or finished Work in progress Wages Queue, buffer and
goods are stored Finished goods Utilities safety stock levels
Accounts payable Inventory turnover
Accrued expenses Scrap rate
Wages payable
Cash

Transport Goods are transported Work in progress Cost of sales On-time delivery
Finished goods Wages Quality and cost
Accounts payable Scrap rate
Wages payable
Cash

Sell Products or services are Accounts receivable Net revenues Sales plan
sold (net) Cost of sales performance
Finished goods Selling expenses Customer service
Warranty reserves Marketing Percent sales order
Commissions expenses changes
payable Commissions Order entry
Cash accuracy

Return Sold goods are returned Accounts receivable Net revenues Quality and
(net) customer service
Inventory reserves Planned returns
Accounts payable
Warranty reserves
Commissions
payable
Cash

Table 2
 Phase One:
Phase One: Prioritization of objectives and resources for improvement initiatives;
Defining and recognition of processes have a significant effect on an organization's
linking elements financials.

Phase Two: Phase Two:

Documenting and Clear depiction of supply chain network, understanding information flows,
assessing critical assigning ownership of processes and controls, benchmarking processes and
supply chain controls against the Capability Maturity Model and industry best practice,
processes evaluating design and operating effectiveness.

Phases Three and Four:

Phases Three and Understand the organization's resiliency and capacity to change given
Four: its current resources and systems; focus on improving performance,
Control-enabled increasing management confidence in running the business, improving
advantage reliance on business information systems, reducing costs, strengthening
control, increasing quality.
Report
Documented baseline increases in an organization's agility and ability to
Report
react to changing strategic and tactical needs.

Source: Protiviti/APICS

resources

Accenture
www.accenture.com

APICS
www.apics.org

Committee of Sponsoring Organizations

www.coso.org

Protiviti Inc.
www.protiviti.com

Public Company Accounting Oversight Board

www.pcaobus.org

U.S. Securities and Exchange Commission

www.sec.gov

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Digital Supply Chain Manager, Amazon Prime Video

Job ID: 2784415

Applied: Sep 30, 2024

IND, KA, Bangalore

Description
How often have you had an opportunity to be at ground zero of a disruptive, fast-
growing, and evolutionary global Amazon service? How frequently do you get to start
from the foundation and solve customer needs at a global scale in a fast-growing
entertainment streaming industry? At Prime Video, we are pioneering a new
generation of digital supply chain at a remarkable speed to accelerate our market
position and global reach. If this sounds interesting, come build the future of
streaming entertainment with us!

Prime Video is a global premium streaming service that offers customers a vast
collection of TV shows and movies - all with the ease of finding what they love to
watch in one place. Prime Video is a fast-paced, growth business - available in over
240 countries and territories worldwide. The team works in a dynamic and global
environment where innovating on behalf of our customers is at the heart of
everything we do.

Key job responsibilities

The Publishing Technology and Operations (PUBTECH) defines and ensures Prime
Video meets the highest standards for content publishing. This includes owning
future-proofing the digital supply chain, setting spec requirement roadmaps,
improving partner delivery experience, and delivering programs that drive innovation
and efficiency that enhance the global customer experience.

The Partner Operations Organization within Prime Video is looking for a Digital
Supply Chain Manager to join the India team. This key leader interfaces with
Amazon Prime Video India business, Worldwide Tech and Operations team on the
delivery process and publishing to Prime Video. As a Digital Supply Chain Manager,
you will be responsible for owning programs and driving with cross functional teams,
defining and distributing workflows, and partner with product and technology teams
to deliver value for the customer.

The successful candidate should have experience within the digital supply chain,
with a passion to innovate, and tackle complex problems. They will successfully
deliver and drive updates through their team within Prime Video workflows while
being able to deal with ambiguity, manage multiple stakeholders and processes to
deadlines, with an aptitude for calculated risk taking. They must possess strong
verbal and written communication skills, be self-driven and deliver high quality
results.

A day in the life

You Will:

Drive innovation in delivery capabilities by influencing and external partners and

internal stakeholders.

Define the digital supply chain road map with respect to asset delivery and upstream
process, eliminate redundant process, gain alignment across multiple key
stakeholders, and execute on goals.

Design workflow strategies for accelerated content delivery in multiple languages,

formats, and platforms, while simplifying and eliminating redundant practices.

Write quarterly business reviews (and monthly business reviews) that are reviewed
at leadership level.

Contribute to or drive strategic initiatives and author documents independently.

Be available for meetings with Global teams during early/late IST hours.

About the team

Our mission is to make available to Prime Video customers the largest and highest
quality, and most enriched catalog of video content anywhere in the world. We aim to
create a friction-free self-service delivery experience that meets the needs of all
studio partners regardless of size, budget, location, language, or technical capability.
By doing so, we remove distribution limitations and level the playing field across
studios, so every title is available to every customer worldwide and the best content
wins.

Basic Qualifications
* Demonstrated results in Content Operations or Program Management with large
global organizations
* Technical ability, familiarity with industry digital delivery standards, specifications,
and delivery formats with the capacity to acquire new technology concepts quickly.
* Experience managing process updates across cross-function teams and
coordinating release schedules
* Excellent verbal and written communication skills
* Ability to work well across diverse groups, and influence and get things done
* Knowledge and familiarity with DAM (digital asset management) systems and
familiar with digital video file formats including but not limited to the following: digital
master files, Mezz (Mezzanine) files, and compressed deliverables.

Preferred Qualifications
* A background in consulting, MBA, or advanced degree in a related field preferred
* Experience delivering programs of medium to high complexity
* Ability to understand customers and their behavior in order to drive new feature
development.

Job Description in detail :-

Develop and execute strategic plans for the supply chain and operations function to
align with the company's objectives and growth targets.
Oversee end-to-end supply chain activities, including procurement, production
planning, inventory management, logistics, and distribution.
Procurement of Cables (Optical, Ethernet & Copper), Microwave Antennas, Switches,
DDF, Racks, DCDB and other passive accessories used in installation and
commissioning of Point-to-point Radios.
Collaborate with cross-functional teams to ensure timely and cost-effective sourcing
of materials, components, and services while maintaining quality standards.
Develop effective logistics partnerships (EXIM, Inland Transport) with a special focus
on duty benefits under ASEAN FTA, WPC Import license, Equipment Type Approval
(ETA), SVB rulings for related party transactions, Delivery Time & Cost.
QUALIFICATIONS REQUIRED
Bachelors Degree in Supply Chain Management, Operations, Engineering, or a
related field. MBA or advanced degree is preferrable.
Proven track record of at least 10-15 years in supply chain and operations
management, with a minimum of 5 years in a leadership role.
Experience in the telecommunications or electronics industry, particularly in
Microwave Radio technology, is highly desirable.
Well versed with International Logistics (EXIM) with a special focus on ASEAN treaty.
Strong understanding of supply chain principles, logistics, procurement, and
manufacturing processes
Exceptional analytical and problem-solving skills, with a data-driven approach to
decision-making.
Excellent communication, negotiation, and interpersonal skills to collaborate
effectively across functions and with external partners.
Demonstrated ability to lead and inspire a diverse team, fostering a culture of
continuous improvement and innovation.
Proficiency in using supply chain management software and tools.
Contract Management: Finalization of contracts, service deliverables with vendors
(Both Products & services including Installation & commissioning, Material
Transportation, AMC Contracts, etc.) and governing their implementation.
Lead Order management Process (Purchase Orders from Customers & Purchase
Orders to Vendors).
 Implement continuous improvement initiatives to enhance operational efficiency,
reduce costs, and minimize lead times.
Process Management - Implement and Control systems/ policies/ procedures to
ensure seamless functioning of Commercial functions and ensuring the SOX
compliances.
Foster strong relationships with suppliers, vendors, and partners to ensure a reliable
and robust supply chain network.
Drive innovation in operations, exploring new technologies and methodologies to
optimize processes and stay ahead in the industry.
Provide leadership and mentorship to the operations team, promoting a culture of
accountability, teamwork, and professional development.
Monitor key performance metrics, analyze trends, and generate reports for senior
management to support decision-making.
Stay updated on industry trends, market dynamics, and regulatory changes

 Strategic Sourcing: Develop and implement sourcing strategies to optimize

purchasing processes for various commodities.
 Supplier Management: Identify, evaluate, and negotiate with suppliers to secure
favorable terms and build strong relationships.
 Purchase Order Management: Oversee the creation, issuance, and tracking of
purchase orders, ensuring compliance with company policies.
 Market Analysis: Conduct market research to identify trends, assess supplier
capabilities, and benchmark pricing.
 Cost Reduction: Identify and implement cost-saving initiatives to improve
purchasing efficiency.
 Collaboration: Collaborate with engineering, production, and quality assurance
teams to align on material specifications and delivery timelines.
 Compliance and Risk Management: Ensure adherence to industry regulations
and internal policies in procurement activities.
 Reporting: Prepare regular reports on purchasing activities, supplier
performance, and cost analysis for management review.
 Mentorship: Provide guidance to junior team members, fostering a collaborative
and supportive work environment.
 Strong negotiation and supplier management skills.
 Excellent analytical and problem-solving abilities.
 Proficiency in purchasing software and Microsoft Office Suite.
 Strong communication and interpersonal skills.

Scope Of WorkPrimary Shared Across Functionally Manage Overseas & Inland

transportation of General and ODC Project Material.
Prepare Proposal stage Logistic Plan for ODC items based on list of ODC given by
Proposal Team.
Study Logistics requirement for ODC and prepare cost estimate for the same.
Prepare procedures as per ITB requirements and provide the same to PPM.
Identify the necessity of route survey in consultation with Proposal Manger, PM &
PPCH.
Identify agency for route survey and finalise the order on the agency in consultation
with PPCH.
Participate in route survey (in consultation with PPCH) depending on criticality.
Study the route survey report issued by Agency and highlights the criticality, cost
and transportation time specific to each ODC to PPM, PPCH & Proposal Manager.
Prepare Project Specific Logistic Plan
Prepare Project Specific Packing & Marking Instructions.
For ODC items identify and recommend Logistics options on basis of lead time,
reliability and freight costs in line with the logistics plan prepared during proposal.
Provide transportation / shipping duration to PPM / PMT for Project scheduling.
Analyse and leverage logistics spend for better terms from Suppliers
Send RFQ, prepare CBE and finalise order on LSP for ODC items in consultation with
PPCH.
Provide inputs on logistics related risks, if any to PPM.
Include necessary information in List of Goods and provide the same to PPM / PMT for
obtaining Import License.
Identify need for obtaining Licenses for importing Restricted items and carry-out
necessary formalities for the same through Import Department, Powai.
Reconciliation of A.R.E. Forms.
Maintain procedural and documentation requirements for import / export, export
benefits, duty drawback etc.
Undertake feasibility surveys and route surveys esp. for ODC/OWC once again, as
required.
Study the Route Survey Report. Verify the proposed transport methodology
suggested by LSP, the requirement of By-passes, strengthening of bridges / culverts /
other civil works and list of permits required. Finalise marching path of the ODC from
the Project site gate to the unloading area as per recommendations of LSP.
Registration of License with Customs in co-ordination with Import Dept., Powai.
Ensure reconciliation of License with statutory authority in consultation with PMT /
Import Dept.
Liaise with EXIM Dept. - Powai / CHA for timely Custom clearance of consignment in
India.
Liaise with EXIM Dept. - Powai for documentation formalities for export.
Inform requirement of transportation saddles to Buyer for ODC.
Ensure compliance to Government & statutory requirements.
Co-ordinate with LSP for timely pick-up of consignments. Give advance intimation to
LSP for likely readiness date of ODC/OWC.
Co-ordinate expediting and tracking activities with LSP. Relationships Management
Internal External Employees Customer, Vendors, Government agencies Key Result
Areas Execution & monitoring the order on LSP.
Monitor the progress of receipt of Permits from various authorities involved and other
activities for ODC/OWC transportation.
Inspection & selection of handling & transportation equipment such as Cranes,
Jacking System, Mechanical Trailers, Hydraulic Axles, Prime Movers, Barges, Tugs etc.
Ensure timely mobilization of resources and transport equipment.
Keep a daily track of movement of ODC/OWC.
Prepare Regular updates / Shipping Status Report covering movement of Inland &
Overseas cargo.
Issue Alerts on delays during transportation, clearance etc.
Periodic review performance of LSP and initiate course correction.
Issuing RPs to LSP and Reconciliation of the same.
Certifying invoices of LSP, make Payment Request and ensure timely payment to LSP.
Obtain documents from LSP necessary for Insurance Claims.
Ensure return of empty containers as per agreed schedule.
 Overseeing the procurement Process and coordinate with internal
stakeholders, such as production, finance, Engineering and operations, to
align procurement activities with business needs. Prepare and issue
purchase orders and ensure material availability in line with project
requirements.
 Monitoring and tracking orders to ensure on time delivery of Projects.
Implement & maintain processes to evaluate supplier performance data
like delivery, quality etc.. to identify opportunities for improvement
 Manage vendor relationships and monitor supplier performance to ensure
compliance with contractual agreements and quality standards.
Coordinate with quality team and evaluate the quality of purchased items
and resolve short comings.