Managing Partner – Value Creation — Process-Manufacturing Network

The mandate

Process manufacturers are redesigning global sourcing after commodity shocks, trade restrictions, freight volatility and supplier failures. Many programmes respond by adding suppliers or negotiating price without changing narrow specifications, batch economics, quality approval or inventory policy. Nominal savings then return as yield loss, excess stock, premium logistics or unstable plants. The advisory partnership needs a value-creation leader who connects sourcing choices to complete manufacturing and cash outcomes.

The Managing Partner will influence approximately 3,425 employees and material partners across procurement, operations, engineering, supply chain, sustainability, finance and transactions. Work will serve chemicals, materials, ingredients, pharmaceuticals and adjacent continuous or batch manufacturers. The partner owns client origination, executive advice, portfolio quality and outcomes, while client leaders retain supplier and operating authority.

Specification is often the highest-value constraint. Plants may use multiple near-identical grades or require tolerances copied from old designs, shrinking the qualified market. Changing them requires process, customer, regulatory and quality evidence. The practice must be able to facilitate that work rather than declare it an engineering dependency outside scope.

Resilience and value must share a baseline. Dual sourcing can increase qualification and inventory; regionalisation can reduce freight but raise unit cost; longer contracts can protect supply while locking indices. Advice should show risk-adjusted cash, not celebrate gross purchase-price variance.

Supplier conduct and financing matter. Aggressive terms can weaken the very suppliers selected for resilience, while upstream labour or environmental issues create business and human harm. Diligence and remedies must be part of value delivery.

Geopolitical scenarios must be operational rather than decorative. Sanctions, export controls, tariff changes, port disruption and currency controls affect different tiers and routes. The practice will map exposure to actual material, ownership and logistics, establish triggers and pre-approved alternatives and calculate inventory or qualification cost. Generic country heat maps cannot support a plant decision.

Procurement technology should improve evidence, not automate price chasing. Supplier master data, contract terms, forecasts and performance often disagree across systems. The Managing Partner will ensure digital sourcing cases have data ownership, adoption and control prerequisites and that claimed value excludes benefits achievable only if plants bypass approved specifications or suppliers finance excessive stock.

Why this seat is open

The incumbent Managing Partner will retire after a planned transition. The partnership is running an external replacement to bring broader process-industry and resilience depth while client relationships can transfer orderly. The successor will review current commitments rather than inherit targets unquestioned.

What you will own

• Build sourcing value cases across demand, specification, yield, quality, logistics, inventory, tax and risk.
• Lead executive and board assignments from diagnostic through supplier and operating implementation.
• Design category and supply-market strategies with credible qualification and transition paths.
• Integrate commodity, trade, sustainability, supplier-finance and continuity scenarios.
• Establish finance-validated baselines including disbenefits and working capital.
• Govern supplier-facing conduct, confidential data and conflicts across connected clients.
• Develop partners and directors who combine procurement, process and financial judgement.
• Manage practice revenue, contribution, collections, quality and post-project outcome review.

The first 12 months

In the first 90 days, review inherited clients and pursuits, test claimed savings and visit representative plants and suppliers. Define a risk-adjusted sourcing method and reject engagements limited to unimplementable price targets. Present the council with priority sectors, accounts and talent needs.

By month six, lead two transformation cases through specification or supply-market decisions, with client operating owners and finance baselines. Create a supplier-risk and conduct standard and develop senior leaders beneath partner. Any proposed sourcing event should state qualification, inventory and continuity consequences before launch.

At twelve months, deliver at least ₹300 crore of client-validated annualised value, with cash and working-capital effects reconciled and resilience guardrails maintained. Achieve practice revenue and collection targets, zero material conflict breach and post-implementation evidence for all major cases. Two directors should independently lead category and plant workstreams.

What the board will measure

• Client value after yield, logistics, inventory, qualification and transition cost.
• Supply continuity and supplier health through redesign.
• Specifications and operating practices changed where they constrained competition.
• Finance validation and sustained results after implementation.
• Professional independence and responsible supplier conduct.
• A broader value-creation bench and collaborative client ownership.

The person

You have 28+ years in process manufacturing, procurement, value creation or advisory and have redesigned global sourcing beyond negotiation. Current partners and former chief procurement, supply-chain or business executives with advisory origination are relevant. You understand campaigns, yield, qualification and commodity structures.

Your accountable client or operating portfolio should exceed ₹6,000 crore with leadership influence across at least 2,400 employees and partners. You can show a specification changed, a supplier retained despite higher price and how finance validated total value. The council will probe conflicts, supplier treatment and advice that challenged a powerful sponsor.

The hybrid Vadodara role requires substantial client, plant and supplier travel and reports to the Global Managing Partner and regional partner council.

Compensation and terms

The fixed package is ₹5.0–7.5 crore plus performance variable and long-term incentive, calibrated through partnership and verified business diligence. Client value, quality revenue, independence, collaboration and talent shape reward. This hybrid advisory appointment is centred in Vadodara with extensive travel and global and regional partner reporting.

Confidentiality

The firm, clients, suppliers, specifications and transformation cases remain restricted. Further access requires mutual fit, conflict clearance and signed confidentiality. Values and circumstances are blended; candidates must not canvass manufacturers, advisers or supplier markets to identify engagements.