Heading L&D and special projects at Mahindra logistics for XL, NL and Grocery FCs PAN India.Developed Standard Onboarding plan, NHO (New hire orientation), Learning ambassador development program and LBD (Learn by doing) plan for Off-roll and On-roll employees respectively.Developed AA/DEO Ramp-up tracker, AA proficiency mapping and cross-training mechanism, 555 audits and AA Release report mechanism.Formulated Upskilling program for on-rolls, Advanced excel training sessions, Peak Training Plans, New Site Training Plan, L&D metrics along with L&D dashboards, Cross skilling dashboards with a viz on-site level CSI (Cross skilling index).Prepared video SJIs for easy understanding of the concepts by AAs. SOP creation, Flash card mechanism, colored lanyard mechanism, One point lesson (OPLs), TNI planning and execution, Gyan Guruwar campaign, FRG guidelines and SOPs prepared in vernacular languages.Capsule Learning Module via WhatsApp Poll, Barcode attendance tracker, Asset tagging, Kaizen tracker, Deal ASINs dashboard initiated by L&D team. PAI (Process adherence index), SLI (Site learning index) and Digitization of 555 audits projects completed successfully.Team prepared Power BI dashboards for OPS visibility – Inbound tracking DB, OB tracking DB, C-RET DB, Inventory dashboard, YMS & SY Dashboard, L&D weekly dashboard and AMXL network power BI dashboard (D-1) for internal and external stakeholders’ viz.Hourly tracking and CPT/Performance report flashing during peak period (on email and WA – 24*7).

Assessed all ERPs and LP processes/mechanisms in middle mile vertical, documented, and prepared SOPs and contingency/emergency response plans for ground teams.Collaborated with process owners to refine procedures, devise best practices and correct quality audit findings.Planned and resourced personnel and logistics for operations component exercises resulting in highly trained personnel ready to act quickly in critical roles.Trained the Loss prevention and security staff across 8 sort centers on all the OPS processes and metrics, so that they can carry out effective investigations.Designed internal mechanisms to bring down losses, ageing with a programmatic approach and created driver management and right departure mechanisms to support operational metrics.Assessed all Loss Prevention processes/mechanisms in middle mile vertical, documented, prepared SOPs and contingency plans for ground teams. Collaborated with process owners to refine procedures, devise best practices and correct quality audit findings.Eased team transitions and new employee orientation through effective training and development.Worked on loss prevention techniques and identification of process gaps. Training SLP team members on various tools and techniques of Amazon operations so that they can trace and track losses in the network.Coached team on right reporting and facilitating of Root Cause Analysis to prevent recurrence of incidents and minimize the losses. Streamlining emergency response plans (ERPs) to cater for unforeseen contingencies and implementing stringent measures for the security of high value assets. Evaluating the case-at-hand, determining the procedure adopted to investigate the case, and conducting search and seizure operations.Identification of the training needs for Staff, deep diving on site’s loss reports, formulating, and sharing the root cause analysis report along with action items to the concerned stakeholders.

Trained company employees and 3P resources for 7 Amazon sites (Regional Sort centers).• Ideated rollout IN level Learning and Quality improvement initiatives to enhance skill level of associates, Process associates, Team leaders and Operation Managers.• Tracking and 100% adoption of tools developed by technical teams. • Learning speed initiatives to have fast track Learning from 10 days to 5 days.• Skill enhancement initiatives to be 100% proficient in fast paced learning. Dashboard and visual identification of Key Learning metrics.

• Led a team of 450 + associates working to manage 24*7 operations. Managing sortation and transportation of shipments by surface and air. Planning of employee resource levels and 3rd party resources to achieve operational targets.• As a part of DEL core group and Taskforce team; formed for Losses reduction in North region (LM OPS, SLP and MM OPS). Worked on Loss reduction program in C-RET at DELU and improved the KPIs from ~67% to 99.39%.

• Maintaining quality procedures and daily operational reports related to sortation and transportation. Allocations of tasks to team managing ->Inbound retrieval, Staging, Sorting, Bagging and Departing shipments as per their timelines. Assisting in recruitment of resources, induction training and monitoring of their performance.• Handled MFN/AFN/BD/IPS/DHL and RTO packages at sort centre from Sept 2014 till June 2016. Processed 100K packages highest in Independence Day peak-January 2016. Worked with Tech team and worked with them on the SCMS software for the MFN.• Managing configuration issues, Stacking filter generation, Lane configurations, CPT alignment. CPT monitoring, NXT monitoring, Airport load connection/retrieval monitoring. Roster planning, HRIS issues, procurement, layout planning. New process/Software implementation. Optimization of sort centre processes.

• Proud to be a part of Amazon.in launch team in Delhi.• Conducted route surveys and route mapping for all stations of Delhi. Worked in close coordination with MFN launch teams. Handled a team of 100+ Delivery Associates, Supervisors and Process Associates. Handled Rostering and other manpower related issues like Salary, Leaves, Weekly Off, Over-Time and Fuel –Reimbursement etc. Handled Administrative tasks like Monthly Rent Payment, Electricity and Phone Bill Payment, AMC follow Ups, Maintenance and Vendor Management etc. • Ensured enough bandwidth in territorial delivery team to ensure peak-time delivery management. Engage closely with the delivery team including associates, developing and maintaining a highly motivated and performance driven team. • Continuously improve the delivery process and attain a sustained level of delivery performance, through process and training improvements. Initiates improvements to enhance quality standards, reduce waste, and eliminate unnecessary work. • Analysis of the data reports to identify performance bottlenecks and improve performance. Responsible for maintaining Monthly Reports, Delivery Performance Reports etc.

COMMERCIAL EXECUTIVE • Worked with Country Logistics Team & Asia Pacific WM Support Team (Technical Support in AP region). • Worked as a part of Country Logistics Team and Asia Pacific WM Support Team which identified and managed the entire Supply Chain requirements in the area of Warehousing, Transportation/ Distribution & Import-Export Management. Trucking Freight Payment Management, Logistics Contract Management, EDI Error Management, Inventory Reconciliation.• Different Sources of Information compared from I-Doc (from session failure) and SAP delivery for an effective RCA for the session failure. Resolve and Process the incorrect delivery in SAP and make the failed session as complete for controllable errors/exception as per the defined business rule. Failed Session, which needs no resolution or are already done in SAP by users/System - the same sessions are also marked complete after checking.• Receiving electronic files from 3rd Party warehouses at Plant code level with a text file attachment in the specified format. Uploaded the file in specific SAP Cluster basis the plant code. Through an SAP transaction, generate output file which has a list of discrepancies between physical inventory (inventory reported by the Warehouse) and book stock (Inventory appearing in DuPont SAP System). Formatting of output file in Excel workbook and mailing back the excel workbook to the distribution list specified by the businesses for that particular plant code.

• Lead a team of 16 Customer relation officers (CRO) and helping them to achieve Gold loans monthly and quarterly targets. • Working with Admin department for procurement of branch space, amenities, fixtures, marketing material, computers and other hardware.• Preparation of Financial reports, monthly targets finalization for 1500 branches of north India of 7 products of Muthoot Finance ltd (Gold loan, gold bond, gold coin sale, insurance, foreign exchange, Money transfer, M-Power card). MIS Report generation, performance analysis and business review with branch managers.• Strategy formulation and implementation of best practices to boost revenue growth.

Worked as a customer care executive at HCL BPO for Macy's (offline stores in the US)