Pratik Durve
About Pratik Durve
Pratik Durve is a Senior Engineer in Supply Chain Management at General Mills in Mumbai, with previous experience at Tata Steel BSL and Siemens.
Title and Current Role
Pratik Durve holds the title of Sr. Engineer in Supply Chain Management at General Mills. Based in Mumbai, Maharashtra, India, Pratik is responsible for overseeing various aspects of the supply chain in the convenience and food services segment. His key duties include leading the Zero Loss culture strategy across multiple plants and deploying maintenance standards on a large scale.
Previous Work Experience
Pratik Durve's previous roles include working as an Assistant Manager in Operations and Maintenance Management at Tata Steel BSL (formerly Bhushan Steel Ltd.) for three years from 2013 to 2016 in Bombay, Maharashtra, India. He also worked at Siemens for 11 months in 2012 as an Industrial Engineer in Airoli (Navi Mumbai). In these roles, he accumulated a breadth of experience in managing operations and implementing maintenance strategies.
Education and Expertise
Pratik Durve completed his MBA in Supply Chain Management from the Welingkar Institute of Management, where he studied from 2017 to 2019. He also holds an Engineer’s Degree in Industrial Engineering from the University of Mumbai, which he earned from 2008 to 2012. His educational background provides a strong foundation in both industrial engineering and supply chain management.
Project Leadership and Implementation
In his role at General Mills, Pratik led significant projects including the execution of the Zero Loss culture strategy and the development and deployment of maintenance standards. He facilitated the deployment of corporate standards for developing hierarchy and asset ranking and mapped existing maintenance data into Maximo. Moreover, he identified and tested a feature to mass create assets or change asset details, resulting in time savings and efficiency gains.
Process Development and Cost Savings
Pratik has been instrumental in process development and cost savings. He developed a process for buying parts based on ABC, VED, and XYZ analysis, leading to $2MM in savings. He also reviewed the inventory health of MRO parts, identifying slow-moving and high-cost inventory items, and implemented the process of shared storerooms and part transfers effectively.