sanjay samad

sanjay samadSep 5, 2026

Happy Janmashtami! 🪔 May Lord Krishna's wisdom guide you through every challenge, just like He guided Arjuna with clarity and courage. This Dahi Handi season reminds me — every big win needs a strong base and a team willing to climb together. No individual builds the pyramid alone. Wishing you and your family a joyful, prosperous Janmashtami. 🙏 Jai Shree Krishna!

sanjay samadSep 5, 2026

Most people in procurement have finalised a purchase order. Very few have finalised an entire greenfield plant — from an empty plot to a running silica ramming mass production line. I've done that, alongside taking manual ramming mass operations to full automation. A greenfield project is a different kind of pressure than upgrading an existing line. There's no "how we've always done it" to fall back on. Every decision — equipment layout, vendor selection, utility planning, commissioning sequence — sets the baseline for everything that runs after it. A few things I learned finalising a project like this from scratch: → On a greenfield site, a wrong equipment decision doesn't just cost money — it gets built into the plant's DNA. You're not fixing a machine later, you're re-engineering a layout. → Vendor finalisation isn't about the best machine on paper. It's about who will still answer your call 2 years post-commissioning, when the plant depends on that one supplier for spares. → The biggest risk in a greenfield project is never the big-ticket equipment everyone scrutinises. It's the "minor" utility or auxiliary component that gets finalised in a rush near the end — and becomes the first thing that fails. That last lesson is one I carry into every purchase decision I make today, tooling included: scrutinise the small line items as hard as the big ones. If you've been part of a greenfield project — what's the one decision you'd go back and change? sanjay samad

sanjay samadSep 4, 2026

Before cutting tools and CNC components, I spent years inside solar EPC — as an Adani Solar channel partner, handling both the sales/service team and the purchase and erection side of projects. Most people think solar EPC is just "buy panels, install, done." It isn't. It's one of the most unforgiving supply chains I've worked in — and it taught me things I still use today. A few examples: → In solar, a single delayed component doesn't just cost money — it costs an entire installation window (weather, labour availability, subsidy deadlines all stack against you). I learned to buy for the calendar, not just the price list. → Running both sales/service AND purchase/erection at the same time forced me to see the full loop — a promise made to a customer on day 1 becomes a purchasing deadline on day 30, and an erection-team problem on day 60. Most purchase managers only ever see their one slice. → Erection teams don't fail because of bad planning on paper. They fail because of one missing bracket or connector that nobody flagged as "critical" — the smallest components cause the biggest delays. That last lesson is exactly what I bring into industrial tooling now: the real risk in any project is never the expensive item everyone tracks closely. It's the cheap, small, "we'll sort it later" component that stops the whole job. If you've run EPC or erection projects — what's the smallest component that once caused you the biggest headache? sanjay samad