Enabling It With Strategic Business Goals
Enterprise IT World|January 2018
Enabling It With Strategic Business Goals

PRIYABRATA SARANGI

CIO, EXIDE INDUSTRIES

“As a professional, I have always respected business requirements and priorities which demand delving deep into business processes to create better solutions. Technology partners have played a key role through my journey by helping me innovate. In fact, CtrlS has helped me align IT with my company’s strategic business goals.

With two decades of IT experience behind him, veteran CIO Priyabrata Sarangi is spearheading digital transformation with a Big Bang approach and is bullish about his technology plans in 2018, banking on the support of a key technology partner such as CtrlS Datacenters is helping him to transform his IT strategy pro-actively to meet organization’s business objective.

What have been some of the highlights of your journey enabling IT transformations for different organizations?

Ironically, my education and initial innings of my career was as a metallurgist at Powemex Steel Division of GKW Limited. So after a year and a half with the organizations, the management realized the need to have a basic ERP in place. With my understanding and involvement in the process of Metallurgy, I designed a COBOL and Foxpro based module for the organization. That is when I understood the capability of IT and decided to make the transition and started my IT journey.

As a professional, I have always respected business requirements and priorities which demand delving deep into business processes to create better solutions. In 1995, I converted my first manual process to an automated process, and also built networking capabilities and a small ERP application for inventory management, application management and logistics. My next move was to Star Wire India Limited where I was equally responsible for high speed steel development and IT. I delivered ready capabilities for transformation of their entire supply chain, particularly production planning, material quality management and salary distribution, which enabled visibility, sales growth and better data management. After that, I joined Mahindra Group Company - Mahindra Ugine where my responsibilities included improving the time to costing and technical evaluation across their diverse metallurgical manufacturing which earlier had been both difficult and time consuming manually. I changed these processes with SAP implementation (which was all in bits and modules) delivering evaluation within an hour. My tenure with Mahindra Ugine saw a lot of transformation on the procurement, sales and production side as well.

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January 2018