Passang BhoteProcurement Manager

Services

What I take off your plate

Procurement handled end to end, from market analysis through to the weekly stock report — plus availability for senior management appointments.

Core service

Procurement Management

End-to-end materials procurement for construction sites — market analysis, vendor negotiation, credit structuring, and weekly stock reporting that keeps the works supplied without tying up cash.

Who it is for
Construction companies running active sites — hydropower, highways, and building projects.
Turnaround
Sourcing decisions typically turned around in 2–3 days

Procurement is the difference between a programme that runs and a programme that waits. My work is making sure the right material is on site at the right time, at a rate that stands up to comparison, and bought on terms the company can carry.

That means starting from the market rather than from a supplier list — knowing what materials are actually going for before a negotiation opens — and reporting consumption weekly so that ordering tracks what the site is really drawing down.

What that includes

  • Comparative market rate analysis before every major purchase
  • Weekly stock and consumption reporting
  • Vendor identification, negotiation, and relationship management
  • Supplier credit structuring and security management
  • Delivery scheduling against the works programme

Supplier Credit & Vendor Management

Structuring and holding open the supplier credit lines a long construction programme depends on, using documented security so vendors will extend the terms the works actually need.

Who it is for
Contractors on long-cycle or remote projects where payment timing, not availability, is the binding constraint.
Turnaround
Ongoing through the project programme

On most construction projects of any length, sourcing is not the hard part. Credit is. Suppliers set terms for the risk they can see, and a remote site on a long programme is a lot of risk to ask a vendor to carry on trust.

Giving them something concrete changes the terms that are available. I structure supplier credit against documented security so that vendors are willing to extend, and I keep those relationships intact across the whole programme — because losing a credit line mid-project stops being a finance problem and becomes a works stoppage.

What that includes

  • Supplier credit structured against security cheques
  • Payment-term negotiation matched to the works programme
  • Vendor base maintained through the full project cycle
  • Credit exposure tracked and reported

Construction Management — GM Level

Available for General Manager and senior management engagements with A and B class construction companies, bringing procurement depth together with a business management background.

Who it is for
A and B class construction companies looking to appoint a General Manager or senior manager.

Six years inside construction procurement, on top of a BBA, is a specific combination: the commercial and accounts grounding to read the numbers, and the site-level experience to know what those numbers represent in practice.

I am open to General Manager and senior management appointments with A and B class construction companies in Nepal, where that combination of procurement depth and management training is what the role calls for.

What that includes

  • Departmental and site team management
  • Procurement function built and run at company level
  • Commercial and accounts oversight
  • Vendor and client relationship management

Process

How I work

The same five steps on every purchase, whether it is a single consignment or a full project programme.

  1. 1

    Understand the requirement

    What the site needs, to what specification, and by when in the works programme. Specification comes first — on public works especially, a material that does not meet spec was never the cheaper option.

  2. 2

    Analyse the market

    Establish what the material is actually going for right now, across multiple suppliers, so the negotiation opens from a defensible number rather than whatever was quoted first.

  3. 3

    Negotiate rate and terms

    Price and payment terms are one conversation, not two. Where credit is needed I structure it against documented security, so vendors will extend the terms the programme actually requires.

  4. 4

    Schedule and deliver

    Order early enough to protect the programme, late enough not to tie up cash in material sitting on site. On a moving worksite, delivery is planned against where the crews will be.

  5. 5

    Report weekly

    Stock and consumption reported every week — what is committed, what has arrived, what is being drawn down. That report is what makes the next order a decision rather than a guess.

Pricing and engagement

Every project has a different scope, programme length, and material profile, so rates are quoted against the actual requirement rather than from a standing price list. Tell me what the project involves and I will come back with a clear proposal.

I am also open to permanent appointments — Procurement Manager, and General Manager roles with A and B class construction companies.

Discuss a requirement

Hiring, or need procurement handled?

Tell me about the project or the role and I will come back to you with how I would approach it.

Send an enquiryCall +977-9801231020