Area Credit Manager - SCF - Pune

Aditya Birla Capital; Maharashtra; On-site; INR 1,500,000 - 2,500,000; Full time

Job summary

Adity Birla Capital Limited is seeking a Credit Manager/ Area Credit Manager- Supply Chain Finance to evaluate credit risk and approve proposals within policy. You will manage underwriting for supply chain finance, coordinating with risk and sales teams to ensure sound decisions.

Reporting to the State Credit Manager- Urban & SCF, you will support business growth while maintaining portfolio quality and compliance with internal and regulatory guidelines, handling complex risk assessments and

Responsibilities

• Evaluate creditworthiness of anchor corporates and their associated vendors/dealers.
• Analyze financial statements, GST data, and banking information.
• Conduct risk assessments and assign appropriate credit limits and tenors.
• Prepare detailed credit appraisal memos and present cases to credit committees/Senior Management.
• Ensure timely processing of credit proposals within defined TATs to support business efficiency and client satisfaction.
• Monitor portfolio performance and identify early warning signals.
• Ensure compliance with internal credit policies and regulatory norms.
• Support sales team in maintaining partner relationships with DSAs and Channel Partners, and training to meet results.
• Assist in evaluating credit proposals by analyzing data and ensuring timely processing; maintain documentation and records as per standards.

Job description

Basic Details: Fill the required information about business, unit, location, position, reports to position and date of updation of JD

Business

Financial Services

Unit

Adity Birla Capital Limited

Location

Pune

Poornata Position Title of the job

Credit Manager/ Area Credit Manager- Supply Chain Finance

Reports to: Poornata Position Title

State Credit Manager- Urban & SCF

Function

Credit

• Job Purpose: Write the purpose for which the job exists (in 2-3 lines)
• To manage and evaluate credit risk for supply chain finance proposals, ensuring sound credit decisions that support business growth while maintaining portfolio quality and compliance with internal and regulatory guidelines
• Dimensions: Mention quantitative or qualitative parameters that are relevant for the job and provide a better understanding of the scope and scale of the job.

Business Workforce Number

CM/ACM 25
SCH/CCH 2
LEAD 1
Contract employees 6
Total 34

Unit Workforce Number

NA

Function Workforce Number

NA

Department Workforce Number

NA

Other Quantitative and Important Parameters for the job

Budget (Cr) FY 26 E closing book
Parameters
Measurement Unit
FY 22-23-A
FY 23-24-A
FY 24-25-P
Fy 26
Closing Book
Amt In Cr
40 (SCF)
74 (SCF)
700(SCF)
2200 (SCF)
Volumes (no of files- logins) FY 24E
Files
No of files
5000(SCF)
No of products
SCF -3
Geographies
No of locations
200+
portfolio maintenance
TBD
TBD
TBD
TAT
As per SLA
Approval Rates
45%
no of customers ( FY 24 E)
FY 22-23-A
FY 23-24-A
FY 24-25-P
FY 25-26 - P
FY 26-27 - P
40 (SCF)
74 (SCF)
800
2200
5000
ATS(Lakhs) – FY 24 E
Rs50L-SCF
PBT ( Cr FY 24 E)
FY 22-23-A
FY 23-24-A
FY 24-25-P
FY 25-26 - P
FY 26-27 - P
044(SCF)
9.28(SCF)
29.61(SCF)
Not Available being recently started business (SCF)
Not Available being recently started business (SCF)
Span (Nos)
NA

Job Context & Major Challenges

Supply Chain Finance
Manual Processes
Without technology, underwriting processes may heavily rely on manual tasks, leading to inefficiencies, increased processing times, and a higher likelihood of errors.
Limited Data Analysis
Technology facilitates the analysis of large datasets for better risk assessment. Without it, underwriters may have limited access to data, hindering their ability to make informed decisions and identify emerging trends.
Scalability Issues
Manual underwriting processes may struggle to scale with the growing volume of business, leading to bottlenecks, delays, and a potential compromise in the quality of underwriting decisions.
Increased Operational Costs
Manual underwriting can be resource-intensive, requiring more staff and time. This can lead to higher operational costs and reduce the overall efficiency and profitability of the underwriting process.
Lack of Automation
Technology enables the automation of routine and repetitive tasks. Without it, underwriters may spend more time on administrative work, limiting their capacity to focus on complex risk assessments and strategic decision-making.
Inability to Leverage Data Sources
Technology allows underwriters to access a variety of data sources for comprehensive risk analysis. The absence of technology limits the underwriting team's ability to tap into alternative data and make well-informed decisions.
Reduced Competitiveness
In an industry where competitors leverage advanced technologies for underwriting, an organization without access to such tools may find it challenging to stay competitive, attract clients, and deliver efficient services.

Key Result Areas

Supporting Actions

Credit Underwriting Management

• Evaluate creditworthiness of anchor corporates and their associated vendors/dealers.
• Analyze financial statements, bank statements, GST data, and other relevant documents.
• Conduct risk assessments and assign appropriate credit limits and tenors.
• Prepare detailed credit appraisal memos and present cases to credit committees/Senior Management.
• Ensure timely processing of credit proposals within defined TATs to support business efficiency and client satisfaction
• Work closely with the collection and legal totake actionagainst defaulting parties
• Ensuring that the audit teams across like concurrent, PAR & external are responded ona timelybasis.
• Reporting of Fraud identified if any to the FRMU team.
• Ensuring and maintaining FTR decisioning.

Process Improvements

• Exploring process changes on ongoing basis to improvise & redefine process

Portfolio Management

• Monitor portfolio performance and identify early warning signals.
• Review and renew existing credit limits periodically.
• Ensure compliance with internal credit policies and regulatory norms.

Business Growth / Cross Functional Coordination / Stakeholder Management

• Support sales team in maintaining partner relationships?with DSAs and Channel Partners and regular visits and training to meet business results.
• Communicate the expected credit standards by engaging with the channel partners, sales teams and other distributors in understanding the proposals submitted and extracting the relevant supporting information and Co-coordinating for smooth disbursement.
• Support relationship managers in structuring deals and resolving credit-related queries
• Job Purpose of Direct Reports: Describe the job purpose of the direct report/s to the job (in 2-3 lines for each report)

Supply Chain Finance

• Assist in evaluating credit proposals by analyzingfinancial, GST data, and banking information of vendors/dealers.Preparation of credit appraisal notes and ensure timely processing within defined TATs.
• Ensure productivity norms are met as per the set benchmarks through efficient handling of creditproposals and adherence to process discipline.
• Ensure accurate and complete documentation for approved credit facilities.
• Responsible for regular monitoring of the credit portfolio and early warning triggers, to ensure management of asset quality.
• Reviewing of anchor companies / anchor programs (vendor /dealer finance anchor programs) for Supply Chain Finance vertical sourced by Product Team.
• Recommend quality anchor programs thereby ensuring good quality portfolio and minimal level of NPAs.
• Ensure timely closure of audit observations.
• Maintain documentation and records as per internal and regulatory standards.
• Relationships: Describe the nature and purpose of most important contacts or relationship (except superior/team members) with individuals, departments, organizations inside and outside of the organization, that job is required to interact with in order to deliver the job objectives

Relationship Type

Frequency
Nature
Internal
National Sales Manager
Sales team
Risk team
Operations team

Other Functions

CEO/ Group CEO
Risk Management Committee
Daily
Daily/ weekly
Daily
Monthly
Need based
Need Based
Quarterly
Business MIS, proposal reviews, new initiatives and branch updates
Business MIS, proposal discussions, NPA reviews, updates on initiatives
Proposal approvals, interest rate approval, providing market intelligence, MIS on deviations in client accounts
Client servicing issues, pricing matrix
Business discussions for smooth operations
Portfolio reviews and credit approval
Portfolio reviews and portfolio development strategies
Aligning self with the strategies to the organization for implementation of the vision.
Aligning self with the strategies to the organization for implementation of the vision.
External
Existing and Potential Customers
Channel Partners/ DSAs
Fortnightly
Need based
Customer relationship management (CRM) & understanding the market pulse
CRM, commission updates & understanding the market pulse of new initiatives etc.

• Organizational Relationships: Provide the structure for a level above and below the position for which this job description is written. Use position titles in the structured and indicate all the reports of the position.

SIGN-OFF

SIGN-OFF: Provide the name of the Manager and the jobholder. Signature needed for the hard copy of the JD. Hard copy to be maintained in the organizational record.

Job Holder

Reports to – Manager
Name
Date of Entry / Approval