Procurement & Supply Chain
Sourcing & Supply Chain Specialist

1737447335SoWgKb1cRUeo.png
Decoding Skill Wheels: 
  • At the core lies - Behavioural Strategy and Critical Thinking – thought processes essential to be successful in every role at CynLr.
  • On top of this, there rests a layer of Key Principles. - the foundational perspective required for the role.
  • This can also be treated as the areas that would be evaluated in prospects for every role. 

A tech is invented ‘more’ through the cumulative efforts of the extended arms of an organization (vendors) than within. Hence, an org is built more by the invisible workforce of the vendors than by its own. A lack of organization between these vendors accumulates into a dependency nightmare. The unpredictability arising out of vendor dependencies has limited and reduced HW-heavy businesses to be non-agile, slow, costly, and unscalable when compared to the SW ecosystem.

Planning & managing the usage of an organization's resources to align with organizational goals is the make-or-break deal for a HW-heavy organization.

Yet every organization underestimates the amount of Facilitation and Organizing that is needed to ensure a conducive environment for such alignments to happen. Starting from interfacing with financial bodies that allow us to have the monetary transactions, to the vendors who help us run this organization with supply and service, till the workplace as the Environment where the organization is run, every action needs to be managed to be uninterrupted. Penchant for anticipating human error and pre-empting with operational nuance is the foundational skill. Communication – thorough & influential, is the accomplishing skill.

Submit Your Application

You have successfully applied
  • You have errors in applying
Or
  Autofill with LinkedIn
CV/Resume (Please provide your CV in pdf, word or rtf document format)*
We'd like to learn a bit about how you might approach this job. Please go through and answer the below scenario questions...
Question 1: 
CynLr has more than 400 unique parts in its product, and it’s sourced from across the world. This procuring is handled by a small engineering (Tech) and an even smaller operations (Ops) team. An electronics item was purchased and stored in inventory, but not immediately used. When the item was unboxed after 5 months, the Tech team realized that a wrong cable seemed to have been ordered, making it infeasible to test the product. The correct cable in the inventory was also faulty. Lead time for new cables is 6 weeks and the warranty for the product is only 6 months from the date of delivery.
In case the product turns out to be faulty, it must be reported before the warranty period expires. This error could bring R&D to standstill. Who and what is at fault and how should this be fixed? - Please pick the option that

a. Start-ups are not process-driven. Mature orgs invest in ERP system, inventory management & robust processes enforced strictly with engineers. Such errors are unavoidable in startups.

b. Tech's job isn't purchase. Ops should help check & match part numbers as soon as receipt. Bring an ERP system, track inventory & raise tickets helping engineers to test on a timely manner.

c. This is a result of lack of attention to detail & coordination between teams. Only Tech team can do tech related tasks. Hard for a small ops team to track 400 tech parts and its compatibility.

d. Bring in a process for engineers to verify part no's in quote & P.O. Upon delivery, concerned engineer must strictly initiate testing and track inventory.

Answer 1.1:
Answer 1.2:
Question 2:  
CynLr has an urgent requirement to procure two cameras within a month to set up a demo for an upcoming exhibition. But the minimum lead time for the cameras from the only available international vendor is 4 months. Which of the following approaches would you use to successfully resolve this issue. - Please pick the option that resonates the most with you

a. Find some cameras being used internally in customer projects and get them re-allotted to setting up the demo, as the exhibition is the urgent need

b. Attempt to find alternate vendor(s) with smaller lead time as soon as possible and procure from them even if the cameras come at a premium cost but with immediate delivery.

c. Convince the existing international vendor to find cameras from their existing customers, and loan them until the demo is over

d. Work with the R&D team to change demo design to fit what we can predictably procure with the time you have.

Answer 2.1:
Answer 2.2:
Question 3:
CynLr vision system consist of many mechanical parts with fine precisions. All these parts are custom machined locally. There are 3 vendors for this product category. Supplier 1 matches all your criteria on price, precision, delivery. Supplier 2 charges 30% more than supplier 1. Supplier 3 is the most economical, but their precision is not great. Consider a scenario where you are getting multiple orders at a time. How will you sort the project among these vendors.
a. Give all your orders to Supplier 1 as they match your requirements.
b. Split the order between Supplier 1 and Supplier 3 as they are economical.
c. Split orders with Supplier 1 and supplier 2. Negotiate with Supplier 2 on lead time to leverage the extra cost paid to them.
d. Split the orders among three as such high precision items with Supplier 1 & 2 and items with less precision to Supplier 3.
Answer 3.1:
Answer 3.2:
Question 4:
CynLr, being a deep tech company involves more imports than local purchases.
Consider a situation you place PO for camera from our supplier outside India. On receipt you find the product is defective/dead. Now you have to re-export this product under warranty for repair. Supplier has agreement with few shipping carriers through which the shipment must be sent. But we are engaging with them for the first time. How will you handle the shipment, what will be the parameters you consider taking that decision?
 
Question 5:
We are buying a license from a vendor outside India. After placing PO and you get the license activated. The payment term with the supplier is 30 days net. At the time of payment, you notice that TDS must be deducted. The supplier is not aware of the Indian accounting system and is not ready for TDS deduction. He further claims to revoke license. How will you approach the supplier to sort this?
And finally, the deal makers / breakers ☺️....