Reduced monthly international air and sea freight costs for the site by 42%. To achieve this, screened Bill of Ladings and Freight Invoices for accurate descriptions, while liaising with the international hauliers and shippers to resolve payment discrepancies.Also, oversaw the transition of the freight cost checking process from a paper-based, time-intensive process to an SAP-based, electronic checking and approval process. This reduced the time taken to screen through invoices by 4-5 working days. Focus shifted to a more value addition approach of identifying trends and a more systematic interaction with transport vendors on issue resolution.Led a value-stream mapping project that will help the internal supply chain identify potential bottlenecks as part of a root cause analysis measure to promote process optimization. The project achieved a reduction in Kanban replenishment times on high-running SKUs by 20%.

Reduced warehouse inventory level fluctuations by 97.5% across four designated sites, in the first five months of my tenure. Thereafter, maintained a consistent 3% inventory level fluctuation across all four sites, well below the internal sites’ weighted average of 40%. To achieve this, collaborated decisively with the respective warehouse managers, their teams and the 3PL provider, to redesign and simplify the S&OP processes at both intra-company and inter-company level, and to instil a culture of accountability, continuous learning and recognition with the Finance and Sales functions.Led the user acceptance test (UAT) phase of an RfID implementation project to roll out the use of RfID gun technology in conjunction with the accompanying Manhattan Warehouse Management System software. Aligned the technical aspects of this Accenture-designed project, as part of a incredible team, with the S&OP processes in our internal supply chain to ensure a smooth integration of the different system interfaces and, more importantly, early adoption by the key stakeholders. This project revolutionized SKU visibility from item level to batch level that fundamentally shaped the traceability strategy the company was pursuing.

Led a project to streamline the back-office processes that involved working closely with the founder to redesign the process flow to help the niche boutique firm focus on its technical objectives. As a result, indirect overhead costs reduced by 30% while sales leads increased by 40% in one year as the project led to clearer defined roles and execution processes.

Created an Operations Risk metric dashboard on Microsoft Excel that helped the Operations Risk team to prioritize on the most pertinent issues affecting customer service levels, and to track the progress being made on issue resolution. The dashboard drew upon empirical data from the bank’s internal database and highlighted issues that would result in the most significant improvement when addressed. Most notably, the implementation of the dashboard resulted in a 42% reduction in customer complaint calls regarding walk-in client waiting times.