Procurement & supply chain leadership
Commercial insight.
Operational impact.
I lead procurement and supply chain for energy, infrastructure and telecom organisations, from category strategy and cost analysis through negotiation and delivery.
Energy & utilities / Oil & gas / Telecom
My experience combines procurement ownership at BT Group, Jindal Drilling, Quippo and Shyama Power with supply-chain advisory at Wood Mackenzie and Accenture. I understand the analytical question and the operational responsibility behind it.
Across energy, infrastructure and telecom, my focus is consistent: understand the cost drivers, make the commercial choices clear and leave the team with an approach they can run without me.
I build my own should-cost and category-intelligence models, combining structured cost calculations with AI-assisted market research. It keeps me fluent in the tooling I would be asking a team to adopt.
Ask me about thisSelected work
Commercial outcomes and decision support across consulting and in-house roles. Each case explains the context, my contribution and the result.
cost systems in the fourth quartile
A pre-FEED gas development had been told it was not first quartile, with no evidence of where or why.
a year above benchmark — about 2–3% of annual contractor spend
A ~$230M contractor programme was billing roughly $5–6M a year above the assessment benchmark.
more spend per FTE than the peer median
Headcount ratios would have called this function efficient.
a year — about 18% of annual contract value
A field-services renewal was set to roll forward historical rates.
CapEx savings delivered
A large upstream capital programme was bought package by package, leaking leverage at every award.
of installed cost in supply-constrained inputs
Fragmented market, supplier and spend information was rebuilt into one decision-ready view of the category.
The recurring shape of the work across sixteen years, in-house and in advisory. Each one links to the engagement that evidences it.
Where is value being lost?
Finding the commercial exposure sitting inside contractor spend, rate inconsistency and billing rules, before the next renewal.
What should this really cost?
Rebuilding supplier economics from the cost drivers up, then carrying that model into the negotiation.
How should we approach this market?
Turning supplier markets, cost drivers and supply risk into a sourcing posture that fits the category.
Is the function ready for what is next?
Assessing workload, role design and functional coverage so capacity decisions rest on evidence rather than headcount ratios.
Establish the business question, the scope and the data it actually needs.
Analyse costs, supply markets and commercial options on a comparable basis.
Hand over the model, the recommendation and the governance to sustain it.
Career record
16+ years across six organisations, from drilling operations and capital sourcing to category leadership and energy supply-chain advisory.
Principal Consultant — Supply Chain Consulting (Energy)
Capital benchmarking, category strategy, and supply-chain operating-model design for global energy operators and utilities.
Category Manager — Procurement
Owned £100M of annual civil-infrastructure spend; led should-cost contract renewal and source-to-pay digital transformation.
Senior Analyst & Team Lead — Sourcing & Category Enablement
Capex sourcing and category enablement for a leading upstream O&G operator across EPC, surface facilities, and drilling & completions.
Manager — Procurement
Offshore drilling procurement for ONGC and OIL India jack-up rig and MWD contracts; built a 50-vendor ecosystem from scratch.
Assistant Manager — Supply Chain Management
Directed global sourcing for 2,000 HP onshore drilling rigs serving ONGC and OIL India across five geographies.
Assistant Manager — Procurement
EPC procurement for RGGVY Power Grid turnkey projects — BOQs, technical approvals, contractor selection, and quality compliance.
Category ownership, sourcing and supplier development alongside cost diagnostics, capital benchmarking and operating-model work.
MBA — Power Management
University of Petroleum & Energy Studies (UPES), Dehradun, 2009.
B.Sc. — Physics, Chemistry & Mathematics
Kumaun University, Nainital, 2006.
MITx SCx — Supply Chain Management
MIT SC0x (Supply Chain Analytics, 2026) and SC1x (Fundamentals, 2025), completed courses in the MITx MicroMasters programme.
Q3 Innovation Award — Wood Mackenzie (2025)
~$2B capital benchmarking across a multi-geography team.
Business Partner Employee Award (FY 2022–23)
Recognised for a high-value contract turnaround during consulting advisory.
Distinguished Contributor Award — Quippo Oil & Gas (2015–16)
Zero rig-downtime record across onshore drilling operations.
Tell me about the mandate, the organisation and the timing. I reply to every genuine enquiry.
mohan.kholiya@gmail.comBased in Gurugram, India. Open to senior roles across India, the GCC and globally.
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