Area Credit Manager - SCF - Pune

Birla Carbon; Pune District; On-site; INR 1,800,000 - 2,800,000; Full time

Job summary

Aditya Birla Group is seeking an Area Credit Manager for Supply Chain Finance in Pune. This role focuses on assessing credit risk for SCF proposals, ensuring decisions align with business growth while maintaining portfolio quality and regulatory compliance.

The incumbent will lead underwriting activities, coordinate with Sales, Risk, and Operations teams, and drive process improvements to enhance efficiency and risk controls across SCF portfolios.

Qualifications

• Credit risk management for supply chain finance proposals.
• Ensure compliance with internal and regulatory guidelines.
• Evaluate underwriting parameters and portfolio quality.
• Coordinate with sales, risk and operations teams.

Responsibilities

• Evaluate creditworthiness of anchor corporates and vendors.
• Analyze financial statements, GST data, and banking info.
• Prepare credit appraisal memos for senior management.
• Ensure timely processing of credit proposals within defined TATs.
• Maintain audit responses and report fraud if identified.
• Support sales team with DSAs and channel partners.

Job description

At the Aditya Birla Group, our Corporate Vision is aligned and intricately woven with our People Vision.

Area Credit Manager - SCF - Pune

Designation :

Job Description:

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

Business

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

Reports to: Function

1) 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

2) 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: Budgets/ Volumes/No. of Products/Geography/ Markets/ Customers or any other parameter

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

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+

TBD

TBD

TBD

TAT

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

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

3) Job Context & Major Challenges: Write the specific aspects of the job that provide a challenge (internal and external) to the jobholder in the context of the Business/Unit/Function/Department/Section

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.

4) Key Result Areas: Write the key results expected from the job and the supporting actions for each of these key result areas (For a majority of jobs typically there could be 4- 7 key result areas)

Key Result Areas

Supporting Actions

• 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
• 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

5) 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.

6) 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

Sales team

Risk team

Operations team

Other functions

CEO/ Group CEO

Daily

Daily

Monthly

Need based

Need Based

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

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

Fortnightly

Need based

Customer relationship management (CRM) & understanding the market pulse

CRM, commission updates & understanding the market pulse of new initiatives etc.

7) 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: 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.

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