Avik Saha Email & Phone Number

Kirkland, Wa, Us

Seattle, Wa, Us

Led a team of 7 Operations Managers and 10 Area Managers in launching one of the biggest Inbound operations in the history of the company. The building successfully achieved the fastest volume and inventory ramp up for any new building and attained best in class productivity.

Led the Inbound operations at Middletown, DE. In this capacity, I led a team of 5 operations managers and was responsible for the safety, quality, productivity and SLA compliance in inbound operations. I rolled out the benchmarked best practices in the building in partnership with the ACES team.

I am responsible for driving continuous improvement projects and standard work roll out in the building.

Led the inbound team of 6 Managers and 100+ associates across four shifts. The department headcount went up to 300 for Q4 with the addition of temporary labor force. I was responsible for the safety, quality, productivity and SLA compliance in inbound operations at the fulfillment center. Some of my key achievements in this role:1. Achieved double digit YoY improvement in inventory health through strategic inventory placement and aggressive training and development. This was achieved with a 9% higher inventory holding in the building. 2. Delivered a 6% YoY improvement in overall inbound department productivity through initiatives around process standardization, continuous improvement projects and strategic partnerships with business partners like finance, supply chain and capacity planning.3. Delivered the most successful holiday season in PHL1's 16-year history with 70% of the team managers in their first ever holiday season.

In this role, I was responsible for managing the daily pick, pack and ship operations and deliver process improvements as the Pick department SME in the fulfillment center. In this capacity, I manage a team of 3 area managers as direct reports and also led the pick team comprising of 3 pick area managers.During this period, I:1. Delivered a 6% YoY improvement in pick rates for Q2.2. Mentored and guided 2 Pathways interns and one of them was hired for a full time role with the company.

In this role, I led a team of an area manager and 30 hourly associates in the department. The team size was about 100 associates during the holiday season 2011. I was the SME for the receive, stow and reverse-logistics operations in the building. During this period, I: 1. Led the department as cover for Sr. Operations Manager through an 8-week period leading up to textbook peak. Participated in labor planning meetings during this period and planned a successful ramp up for the department.2. Led process improvements that achieved a stow rate improvement of 14% YoY and vendor returns rate improvement of 15% YoY.3. Developed my direct report for promotion to the next level.

Took over building operation mid-way during 2011 holiday season with 2 Operations Managers and 1 Area Manager as direct reports. Some key achievements in this role:1. Turned around building performance by improving productivity by 17% within a week and 26% in a 2-week period. 2. Delivered standardization and process improvements to achieve a run without any customer experience misses.3. Achieved a a 72% improvement YOY in inventory health.

Managed the sortation department that ramped up to 150 associates during peak.

West Lafayette, In, Us

- Responsible for conducting weekly recitation sessions, holding office hours, setting and grading quizzes and assignments. - Tutored over 160 students per semester for a total period of 3 semesters.

Seattle, Wa, Us

- Proposed a velocity-based inventory slotting strategy designed to improve productivity and achieve projected savings of $500k. The proposal was used for the execution of layout change in the facility. - Delivered an Excel-based dynamic tool for capacity planning and forecasting based on statistical analysis of over 1000 ASIN dimensions.

- Managed operations of 3 plants – Led team of 3 managers and 400 unionized cadre workmen.- Redesigned logistics and annual processing plan for 6 processing units, based on 4 years data - estimated to save $1.2MM and increase in-house processing volume by 10%. - Managed capital expenditure projects worth $3.1MM and annual maintenance budget of $0.5MM- Commissioned a modernized plant within 14 days, 7 days ahead of schedule - enabled savings of $0.1MM.- Redesigned 2 critical equipment parts aimed at improving efficiency and uptime.- Participated with HR in drafting the management requirements in the 2008 Long Term Wage Settlement with unionized employees.

Mba, Operations And Strategy

B.Tech, Electrical And Electronics Engineering

Education record