Rajnish Rana: A Strategic Player Demonstrating Exclusive Versatility & Proven Competence In Driving Strategic Initiatives
Rajnish Rana
Head - Group Procurement
"Rajnish Has Proven Competence In Driving Strategic InitiativesLike Vendor Performance Management, De-Risking Of Materials, Make-Build Buy And Global Contracting In Pharma & FMCG Industries"
In an exclusive interaction with CEO Insights, Rajnish reveals what gets him going when the going gets tough.
How Has Been Your Professional Journey So Far? Could You Walk Us Through Your Climb On The Corporate Ladder?
I started-out as a career professional in 2004 with the pharmaceutical company Kudos Chemie. Subsequently, I played key roles in major Pharma brands such as Parabolic, Granules India, Ranbaxy (Sun Pharma) and Akums Drugs. My career in FMCG began with Patanjali, where I served for five years and sourced RM's ranging from Surfactant, Commodity, Mineral, Vitamins and Flavour to Speciality Chemical, Silicon, Polymer, Solvent, and Oleo chemical. I believe, a small but timely initiative can lead to big innovations that separate a visionary company from the rest. As the head of Purchase verticals, I have employed this belief and have been credited with building strong procurement models based on my strategic experience in global sourcing and contracting, forging vendor alliances with stakeholders and optimizing costs for the company.
In Your Professional Journey So Far, Which Is The Milestone That Brought You The Utmost Satisfaction?
Working with Patanjali was a major mile stone of my career, as it exposed me to the risks and challenges of a global FMCG and retail brand. During my stay with the company, I handled procurement worth $28 billion for segments ranging from Beauty & Personal Care, Home Care, Food & Beverages to Ayurvedic Medicines and materials for an array of consumer
products. Patanjali's Director, Ram Bharat, appreciated my contribution to the launch of the sanitizer brand before the deadline. The recognition of my effort gave me unparalleled satisfaction as a team leader and a professional.
But in terms of learning, working with the Pharma industry was a game-changer for me and personally very satisfying. Pharma industry, unlike FMCG, is governed by tough regulatory bodies and legal compliances.I owe my exemplary negotiation skills, critical understanding of industry laws and risk assessment in global markets to my grooming in the Pharma sector.
What Is The Biggest Challenge For A CPO During Covid? What Steps You Have Taken To Meet The Business Goals?
The COVID-19 pandemic has disrupted supply chains on a global scale. This disruption has led to the challenge of fulfilling urgent demands on time and has placed procurement costs under strain. Risk management has therefore become critical to operations due to the volatility in demand and supply. The most important takeaway for me was the decision to develop alternate channels of sourcing, comprehensive visibility of supplies and the necessity of a robust supplier database. COVID-19 has taught us that before executing anything, we must look at the big picture for a better perspective. Once you have eliminated the doubts, then roll the dice and stick to the plan.
When COVID-19 first kicked-in in 2020, we were in uncharted waters. I was with Patanjali then. We assessed the risk and anticipatedthe bottlenecks in procurement. The 100+ new vendors whom I had added globally over the years continued to feed our supply chain because of my inter personal skills when competing brands were facing constraints in supplies. Instead of stocking for three months, we arranged for procurement of Q1 to Q3 materials in advance. As a result, there was no shortage and our company was insulated from the steep spike in the cost of raw materials.
Share Some Of Your Major Professional Endeavors Which Catapulted Your Expertise As A Noteworthy Industry Stalwart?
In my stints as a purchase professional in major FMCG and Pharma companies, I have managed to successfully restructure and simplify ordering system and rate contracts. My forte has been to expand on the vendor base, earn their trust for continued association to cut costs and improve the company margins.
During my tenure with Patanjali, I handled billion-dollar contracts cutting down the company costs substantially and ensuring a steady supply line even during a crisis like the pandemic. I micromanaged the purchase order for 300 raw materials like Surfactant, Commodity, Mineral, Specialty Chemical, Silicon, Polymer, Solvent, Flavor, Vitamins and Oleochemical slicing the costs by a whopping 20 per cent, which cemented my position as an effective negotiator and reliable purchaser for all seasons.
But in terms of learning, working with the Pharma industry was a game-changer for me and personally very satisfying. Pharma industry, unlike FMCG, is governed by tough regulatory bodies and legal compliances.I owe my exemplary negotiation skills, critical understanding of industry laws and risk assessment in global markets to my grooming in the Pharma sector.
I believe a small but timely initiative can lead to big innovations that separate a visionary company from the rest
What Is The Biggest Challenge For A CPO During Covid? What Steps You Have Taken To Meet The Business Goals?
The COVID-19 pandemic has disrupted supply chains on a global scale. This disruption has led to the challenge of fulfilling urgent demands on time and has placed procurement costs under strain. Risk management has therefore become critical to operations due to the volatility in demand and supply. The most important takeaway for me was the decision to develop alternate channels of sourcing, comprehensive visibility of supplies and the necessity of a robust supplier database. COVID-19 has taught us that before executing anything, we must look at the big picture for a better perspective. Once you have eliminated the doubts, then roll the dice and stick to the plan.
When COVID-19 first kicked-in in 2020, we were in uncharted waters. I was with Patanjali then. We assessed the risk and anticipatedthe bottlenecks in procurement. The 100+ new vendors whom I had added globally over the years continued to feed our supply chain because of my inter personal skills when competing brands were facing constraints in supplies. Instead of stocking for three months, we arranged for procurement of Q1 to Q3 materials in advance. As a result, there was no shortage and our company was insulated from the steep spike in the cost of raw materials.
Share Some Of Your Major Professional Endeavors Which Catapulted Your Expertise As A Noteworthy Industry Stalwart?
In my stints as a purchase professional in major FMCG and Pharma companies, I have managed to successfully restructure and simplify ordering system and rate contracts. My forte has been to expand on the vendor base, earn their trust for continued association to cut costs and improve the company margins.
During my tenure with Patanjali, I handled billion-dollar contracts cutting down the company costs substantially and ensuring a steady supply line even during a crisis like the pandemic. I micromanaged the purchase order for 300 raw materials like Surfactant, Commodity, Mineral, Specialty Chemical, Silicon, Polymer, Solvent, Flavor, Vitamins and Oleochemical slicing the costs by a whopping 20 per cent, which cemented my position as an effective negotiator and reliable purchaser for all seasons.
I pulled off a similar feat while at the Ranbaxy,where I customised the procurement model by closely monitoring the rates of raw materials keeping in view the market trends in line with a cost reduction plan, I had put in motion.
My strength is in indenturing a company's requirements, prioritising its needs based on the existing demand and projections for the future. I take a leap of faith in my own skill sets as a negotiator and the trust I have gained of the vendors to scale the company procurement based on complete over hauling of the material management.
As A CPO, What Are The Strategies And Methods You Put Forward To Add Great Value To Your Organization?
As a CPO, I bring-in my extensive exposure across a diverse and challenging field of purchase and procurement, including Global Sourcing, Supply Chain, Alliances and Outsourcing. I am not risk-averse and take bold steps in a dynamic market. But I always take responsibility for my decisions. The tenacity and resistance to stress particularly in strategic negotiations is a must. For this, you need to build cross-functional relationships with internal teams and suppliers. A limited base of the handful of vendors is like clutching at the straws in these desperate times. I have therefore strived to create a vendor base and vendor model for hassle-free delivery of materials (domestic/imported) for a secure and profitable business.
Highlight Some Of Your Significant Qualities, Which Cemented Your Growth As An Industry Leader.
Being a senior management professional with over 17 years of experience in materials management, vendor management, sourcing and total commercial operations in Pharma and FMCG Industry, I have played an anchoring role in all the companies I have been associated so far. Participating in company's major initiatives such as designing Global Sourcing, Global Contracting, Alliance, SAP Implementation, Cost Optimization and Supplier Evaluation, I have been able to make sound decisions, quickly, with the best information available. I am also equipped with a fair level of strategic and business intelligence. Cognizant about professional ethics, I believe that work is performed as per expected quality standards. Always recognized as the most energetic and enthusiastic person in the organization, I have proven myself to be highly proficient in negotiation abilities.
What Is The Roadmap Ahead?
At work, I see myself bringing value to companies with my vast end-to-end procurement experience. My horizon has already broadened with my role at RCM, allowing me to sharpen my skill sets and aligning them with company goals. I would like to take-out more time for badminton, as it helps me unwind and sharpens my focus. I write down my thoughts and put them-up on a wall to remind myself of the things that need to be done. Like Robert Frost laid-out in his beautiful poetry, I have 'Miles to go before I sleep'.
Rajnish Rana, Head-Group Procurement, RCM
Rajnish is an awarded management professional who specializes in global procurement and is responsible for turning around the fortunes of major indian brands. When he is not working, he likes to travel and play badminton. He finds the book, the right choice by shiv shivakumar inspiring in corporate decision-making.
My strength is in indenturing a company's requirements, prioritising its needs based on the existing demand and projections for the future. I take a leap of faith in my own skill sets as a negotiator and the trust I have gained of the vendors to scale the company procurement based on complete over hauling of the material management.
As A CPO, What Are The Strategies And Methods You Put Forward To Add Great Value To Your Organization?
As a CPO, I bring-in my extensive exposure across a diverse and challenging field of purchase and procurement, including Global Sourcing, Supply Chain, Alliances and Outsourcing. I am not risk-averse and take bold steps in a dynamic market. But I always take responsibility for my decisions. The tenacity and resistance to stress particularly in strategic negotiations is a must. For this, you need to build cross-functional relationships with internal teams and suppliers. A limited base of the handful of vendors is like clutching at the straws in these desperate times. I have therefore strived to create a vendor base and vendor model for hassle-free delivery of materials (domestic/imported) for a secure and profitable business.
Highlight Some Of Your Significant Qualities, Which Cemented Your Growth As An Industry Leader.
Being a senior management professional with over 17 years of experience in materials management, vendor management, sourcing and total commercial operations in Pharma and FMCG Industry, I have played an anchoring role in all the companies I have been associated so far. Participating in company's major initiatives such as designing Global Sourcing, Global Contracting, Alliance, SAP Implementation, Cost Optimization and Supplier Evaluation, I have been able to make sound decisions, quickly, with the best information available. I am also equipped with a fair level of strategic and business intelligence. Cognizant about professional ethics, I believe that work is performed as per expected quality standards. Always recognized as the most energetic and enthusiastic person in the organization, I have proven myself to be highly proficient in negotiation abilities.
What Is The Roadmap Ahead?
At work, I see myself bringing value to companies with my vast end-to-end procurement experience. My horizon has already broadened with my role at RCM, allowing me to sharpen my skill sets and aligning them with company goals. I would like to take-out more time for badminton, as it helps me unwind and sharpens my focus. I write down my thoughts and put them-up on a wall to remind myself of the things that need to be done. Like Robert Frost laid-out in his beautiful poetry, I have 'Miles to go before I sleep'.
Rajnish Rana, Head-Group Procurement, RCM
Rajnish is an awarded management professional who specializes in global procurement and is responsible for turning around the fortunes of major indian brands. When he is not working, he likes to travel and play badminton. He finds the book, the right choice by shiv shivakumar inspiring in corporate decision-making.