Consumer Goods & FMCG
18 Sept
Manager – Purchase, Planning & Store Management
Job Description
Manager – Purchase, Planning & Store Management
Role Title
Manager – Purchase, Planning & Store Management
Reports To
Chief Business Officer
Grade / Level
Manager / Architect (Designation)
Team Managed
Store / Warehouse team
Location
Koparkhairane, Navi Mumbai, with regular market & vendor-site travel
Role Purpose
This role owns the material backbone of supply chain — sourcing Raw Material (RM) and Packaging Material (PM) at the right cost, quality and time; planning procurement against demand/production forecasts; and running the store/warehouse with tight, audit-ready discipline. The mandate is simple: material should never be the reason production stops, cost should never be the reason margin slips, and stock should never be a surprise.
Key Responsibilities
A. Purchase (Raw Material & Packaging Material)
• Source RM (agri-commodities, proteins, fibres, additives, flavors, spices etc) and PM (pouches, cartons, labels, closures, outer packs, DTC & B2b packing materials) against approved specs, at competitive landed cost.
• Track commodity markets (mandi rates, futures, seasonality) and time buying decisions accordingly — not just react to stock-outs.
• Run structured vendor negotiations & regular vendor development aggresively; maintain rate contracts with review cycles, not indefinite auto-renewals.
• Build and maintain a vetted vendor panel with backup/alternate vendors for every critical RM/PM category (no single-vendor dependency).
• Go to market/mandi/vendor sites personally for key negotiations, quality checks and new vendor scouting — this is a hands-on, not desk-only, role.
• Ensure every purchase is routed through a system-logged PO with proper approvals; zero off-book or verbal purchases.
• Own vendor performance scorecards (quality, cost, delivery, compliance) and act on underperformance quickly.
• Work closely with R&D and Production team to ensure quality and specs are being met and followed consistently
B. Planning
• Convert sales forecast / production plan into a rolling RM–PM procurement plan (weekly/monthly), with clear reorder points and lead-time buffers. Ensure no stock outs and minimal wastages. Proper stock taking and ensuring adherence to SLAs
• Proactively flag demand-supply mismatches (shortages, surplus, price spikes) with a mitigation plan — before they become a production or cash-flow problem.
• Coordinate with Production, NPD and Sales to align procurement with new launches, promotions and seasonal demand swings.
• Maintain inventory within agreed Days-of-Inventory bands to protect working capital while avoiding stock-outs.
C. Store & Warehouse Management
• Run the store with FIFO/FEFO discipline, accurate bin-wise and batch-wise stock records.
• Ensure GRN is raised accurately and on time against every inward material; discrepancies (short/excess/damage) logged and resolved with vendor.
• Own cycle counts and periodic physical stock audits with near-zero variance to system stock.
• Control wastage, expiry and damage through proper storage conditions, handling SOPs and ageing-stock alerts.
• Maintain audit-ready documentation (GRN, MIS, stock ledgers) at all times — ready for internal or statutory audit with no scramble.
• Create a high productivity at store operations with well managed flow
Crisp KRAs (Reviewed at MBR)
#
KRA
What Good Looks Like
Hard Metric
1
RM/PM Cost Management
Deliver year-on-year reduction in average landed cost of top 20 RM/PM SKUs (by value) through negotiation, rate contracts, and alternate sourcing — without compromising quality specs.
% cost saved vs. base-year landed cost (tracked monthly, reviewed at MBR)
2
Vendor OTIF (On-Time-In-Full)
Ensure raw material and packaging material vendors deliver against PO on committed date and full quantity, with a live vendor scorecard.
% OTIF ≥ 95%; any breach flagged within 24 hrs with root cause
3
Zero Production Stoppage due to Material
Maintain buffer stock and reorder triggers so that production never halts for want of RM/PM.
No. of stoppage hours attributable to purchase/planning = 0
4
Inventory Health (Days of Inventory)
Hold RM/PM/Finished Goods inventory within agreed DOI band — avoid both stock-outs and working-capital lock-up.
DOI within board-approved range (e.g., RM ≤ X days, PM ≤ Y days) — reviewed monthly
5
PO–GRN Turnaround Time (TAT)
Every purchase order to be raised, approved, and converted to GRN within defined SLA; no manual, undocumented purchases.
% POs closed within TAT ≥ 98%; 100% POs system-logged (no off-book buying)
6
Vendor Development & Negotiation
Build and continuously widen a vetted, competitive vendor/mandi base for key commodities; renegotiate rate contracts each cycle instead of auto-renewing.
Min. 2 alternate vendors live per critical RM category; negotiated savings documented per contract cycle
7
Store Accuracy & Compliance
Maintain FIFO/FEFO discipline, accurate bin-wise stock records, and pass every physical vs. system stock audit.
Stock audit variance ≤ 0.5%; wastage/expiry write-off ≤ agreed % of consumption
8
Demand-Supply Planning Accuracy
Translate sales/production forecast into an accurate RM/PM procurement plan; flag demand-supply gaps proactively, not reactively.
Forecast-to-procurement plan accuracy ≥ 90%; zero surprise escalations at MBR
9
NPD on time launch
Work closely with Marketing, R&D and Nutrition team to ensure that all NPDs get launched on time with proper planning and proper negotiations
On time NPD launch
10
Bottom line cost savings
Work closely with accounts and finance team to ensure identification of opportunities for cost saving and presenting the right options to the management with proper negotiation
10% gross margin improvement through cost saving projects
Who We're Looking For
Must-Have
• 2-5 years in Purchase/Procurement, Planning & Store Management, with a strong preference for FMCG / food & beverage background.
• Genuine understanding of commodity dealing — agri-commodity buying, mandi/market dynamics, rate negotiation, contract structuring.
• Advanced Excel — must be able to build and maintain own trackers (pivot tables, lookups, cost-comparison sheets), not dependent on others.
• Diligent and detail-oriented — comfortable reconciling numbers, chasing discrepancies to closure, and catching errors before they compound.
• Willing to travel to markets, mandis and vendor sites and negotiate hands-on — this is not a desk-bound procurement role.
• Working knowledge of an ERP/inventory system (Tally) for PO, GRN and stock management.
Good to Have
• Prior exposure to a D2C or high-SKU-velocity FMCG environment.
• Experience setting up or tightening purchase/store SOPs from scratch.
• Basic understanding of food safety/quality norms relevant to RM/PM storage and handling (FSSAI-adjacent awareness).
Behavioural Fit (Founder's Mindset)
• Extreme Ownership — treats vendor cost, material availability and stock accuracy as personally accountable, not "the vendor's fault".
• Intellectual Honesty — reports the real number and the real reason, even when it's an own mistake.
• Financial Discipline — negotiates like it's their own money; understands every rupee saved on RM/PM drops straight to contribution margin.
• Speed Over Perfection — closes urgent material gaps fast, then fixes the process so it doesn't recur.
• Integrity — vendor dealings, rate negotiations and stock records are clean and transparent, with no informal arrangements.
Success Signals in First 90 Days
• Complete vendor and rate-contract audit for top RM/PM categories submitted, with gaps and renegotiation plan.
• Reorder points and DOI bands defined and live for all critical RM/PM SKUs.
• First physical stock audit completed with documented variance and corrective actions.
• Zero production stoppage days due to material availability.