Debapriya Ojha

Managing a portfolio of 198 centres across 13 states for 14 business units of a company is never an easy task. Given the vastly spread operations, Ojha systematically strategised every step and measure to maintain complete efficiency and attain utmost optimisation. His team started out with first identifying the most viable options for relocation and then further went on to work out thorough renegotiations. This exercise bagged in savings worth INR 85 lakhs through the past four years.  He also realised that cluttered workplaces across various branches of the company were affecting ambience and productivity. The team, thus, successfully implemented the 5-S strategy across 143 branches within a period of one year. “Since the upgrade, the ambience and the productivity has improved drastically and savings of INR 10 lakh was achieved towards electricity, inventory re-ordering, transportation and vending machine expenses,” shares Ojha.

Speed of execution was increased by empanelling multiple vendors instead of using single vendor from ABG Group. Under the management of Ojha, the team was able to handover APC branches to channel for business within a record time of 22 days, on an average, with added savings.

Through his years of experience Ojha, mentions that managing service delivery in tier-II and –III cities in India is till date a very big challenge. In addition to this power supply, obtaining and renewing new licenses and managing labour unions are some of the other prevalent issues.