JAI – Jamna Auto Industries Ltd. Hiring for SCM Leadership Role AGM / DGM – SCM / Vendor Development🚀

📍 Location: Yamunanagar, Haryana
💰 Compensation: Up to ₹30 LPA
🏭 Industry: Auto Components (OEM preferred)
👔 Role: AGM / DGM – SCM / Vendor Development
🕒 Experience Required: 15+ Years

🔧 Key Responsibilities:

• Lead end-to-end Supply Chain Management for spare parts
• Strong experience in sourcing, procurement, vendor development & logistics
• Expertise in production planning, scheduling, and inventory control
• Drive supplier performance, quality improvements & cost optimization
• Ensure timely availability of parts to support production & aftermarket demand
• Develop long-term sourcing strategies, supplier evaluation & capacity assessment
• Work closely with cross-functional teams: Production, Quality, Finance & Engineering
• Improve supply chain efficiency through analytics, automation & SOP adherence

🎯 Preferred Background:

• Experience in OEM automotive or auto component manufacturing
• Strong vendor development capability with Tier-1/Tier-2 suppliers
• Knowledge of supply chain tools, ERP systems & strategic sourcing
• Ability to lead teams & drive performance improvements

📩 How to Apply:

Interested candidates may share their CVs at:
📧 richa.guleria@jaispring.com
Subject Line: Application for AGM/DGM – SCM / Vendor Development

Top Interview Questions & Model Answers (SCM / Vendor Development Leadership)

1. What is your overall experience in Supply Chain Management and Vendor Development?

Answer:
I have over 15+ years of experience managing end-to-end SCM including sourcing, procurement, vendor onboarding, planning, logistics, and inventory management. I have worked extensively with Tier-1 and Tier-2 suppliers, driving cost reduction, quality improvement, and supply continuity through structured systems.

2. How do you evaluate and select new vendors?

Answer:
I assess vendors based on technical capability, quality systems, financial stability, cost competitiveness, capacity, delivery performance, and past customer references. I also conduct plant audits covering 4M (Man, Machine, Method, Material), QMS, ESG compliance, and risk assessment before onboarding.

3. What steps do you follow during vendor development for new projects?

Answer:

1. Requirement clarification with engineering
2. Supplier identification & capability assessment
3. RFQ float, techno-commercial comparison
4. Tooling/fixture development monitoring
5. PPAP process, APQP deliverables, sample approval
6. Regular review of quality, delivery & cost
   This ensures smooth launch with reliable supply.

4. How do you manage supply disruptions?

Answer:
I analyze the root cause immediately (quality, capacity, logistics, material shortage).
I initiate containment actions, arrange alternate sourcing, prioritize shipments, and align with production to adjust schedules. Post-recovery, I implement preventive actions like buffer planning, dual sourcing, and supplier capacity enhancement.

5. What is your approach to cost reduction in procurement?

Answer:
I use:

• Should-cost analysis
• VA/VE projects
• Alternate material/vendor identification
• Long-term contracts
• Bulk negotiation
• Logistics optimization
• Localization of global parts
  Cost reduction is always fact-based and supplier collaborative.

6. How do you manage inventory levels while avoiding shortages?

Answer:
I use a combination of MRP, safety stock logic, demand forecasting, ABC/XYZ classification, min-max strategy, and vendor scheduling. I keep inventory lean but ensure uninterrupted production and aftermarket support.

7. How do you ensure vendors meet quality requirements?

Answer:
Through supplier audits, P-FMEA alignment, PPAP approval, SPC monitoring, incoming inspection plans, and monthly performance reviews (PPM, delivery rating, cost adherence). Poor-performing vendors are put on improvement plans with defined timelines.

8. How do you negotiate with suppliers effectively?

Answer:
I prepare fact-based negotiation data including cost breakdown, market trends, benchmark prices, tool amortization, logistics impact, and volume commitments. I focus on win-win outcomes while ensuring long-term strategic alignment.

9. What is your experience in logistics and transportation planning?

Answer:
I manage inbound & outbound logistics, route planning, freight optimization, cross-docking, milk-run systems, and working with 3PL partners. My goal is timely delivery, minimum damage, reduced freight cost, and high visibility using digital tools.

10. Explain a major supply chain challenge you resolved.

Answer:
(Example) A key supplier faced capacity constraints leading to weekly shortages. I conducted an onsite audit, identified bottlenecks, realigned their manpower/machine schedule, supported fixture upgrades, and implemented weekly capacity review. Shortages reduced by 80% within two months.

11. How do you monitor supplier performance?

Answer:
Through monthly Supplier Scorecards covering:

• PPM
• OTD (On-Time Delivery)
• Cost adherence
• Response to issues
• Audit results
• New development progress
  This helps categorize suppliers into strategic, developing, or risk-prone.

12. How do you align SCM with company goals?

Answer:
I ensure SCM strategy supports cost competitiveness, delivery reliability, quality improvement, working capital reduction, and customer satisfaction. I align KPIs with organizational goals and ensure cross-functional engagement.

13. What systems/tools have you worked with in SCM?

Answer:
SAP (MM/PP), Oracle, MRP systems, WMS, supplier portals, logistics tracking systems, and digital dashboards for inventory, OEE, and supplier performance.

14. How do you handle supplier non-performance or repeated issues?

Answer:
I follow escalation:

1. Performance review
2. Corrective Action Plan
3. Site audit
4. Leadership escalation
5. Temporary business stop
6. Re-sourcing if needed
   I ensure compliance and prevent business risk.

15. Why should we hire you for this SCM Leadership role?

Answer:
I bring strong experience in automotive SCM, vendor development, cost reduction, and supplier management. I have a proven track record of improving supply continuity, reducing cost, and building robust supply networks. I also have leadership skills to manage high-growth, high-demand environments, making me a strong asset for the organization.