Strategic Partnership & Supply Chain Optimization: - Led Havells’ transition to a 4PL partnership with Delhivery for managing logistics, warehousing, and secondary logistics. - Secured 6.35 lakh sq. ft. of advanced logistics space in key cities, with infrastructure upgrades completed by Q4 FY 2023-24.National Expansion & Infrastructure Augmentation: - Expanded Havells’ warehousing by 14 lakh sq. ft. in just 3-4 months, increasing national storage capacity to 42 lakh sq. ft. - Secured 6.5 lakh sq. ft. of temporary space for seasonal product demand, enhancing supply chain flexibility.Cost Optimization & Savings: - Achieved ₹33.46 Cr in savings through strategic negotiations, optimizing rental and capital expenditures. - Realized further savings by standardizing warehousing systems, including high-density racking and material handling equipment.Sustainable Warehousing Initiatives: - Secured 7.7 lakh sq. ft. of cost-effective, Grade A+ warehousing space, saving ₹2.77 Cr annually. - Commissioned solar panels at a Jaipur facility, with plans for expansion across more branches by FY 2024-25.Safety, Compliance & Operational Excellence: - Ensured 100% compliance with fire safety regulations and enhanced safety systems across all warehouses. - Led the installation of advanced fire safety systems and sound-attenuated generators to improve safety and operational standards.Technology-Driven Solutions:- Evaluated leading logistics developers to secure top-tier warehousing infrastructure in key cities.Strategic Cost Reduction: - Negotiated rental reductions and secured waivers on rental escalations, delivering ₹187.61 Lakhs in annual savings. - Consolidated warehouse locations and renegotiated leases for long-term cost savings, with total savings of ₹1979.94 Lakhs.Successful Rollout & Future Expansion: - Implemented cost reduction strategies in key locations like Luhari, Chennai, and Coimbatore, setting the stage for broader implementation.

• Spearheaded the optimization of primary logistics by strategically selecting the ideal vehicle mix, resulting in a notable productivity enhancement valued at ₹3.11 Cr.• Successfully elevated direct billing by 30%, generating cost savings of ₹2.75 Cr. through improved billing processes.• Realized savings of ₹1.61 Cr by streamlining the direct delivery process to Class A Lloyd dealers, improving supply chain cost-effectiveness.• Initiated the import of Lloyd products via Pipavav & Haldia Ports, achieving combined annual savings of ₹1.05 Cr by reducing logistical expenses.• Reduced operational costs by transitioning from road to rail transport, saving ₹0.32 Cr annually and enhancing cost efficiency.

• Rolled out GST compliant network with consolidation of warehouses as well as realignment of geographies• Developed infrastructure to manage 2000 crore plus Lloyd business post-acquisition• Spearheaded the consolidation of Havells & Lloyd branch warehouses across India, optimizing infrastructure to achieve a 26% reduction in rental expenses and a 36% increase in operational space, resulting in annual savings of ₹3.96 Cr.• Standardized racking systems, material handling equipment & warehouse signage nationwide, streamlining operations and enhancing logistical efficiency.• Successfully implemented a cutting-edge Warehouse Management System (WMS), boosting 3PL service provider performance and significantly improving inventory accuracy.

Radikal Foods Limited : One of the leading manufacturers and suppliers of premium basmati rice, offering radically pure and radically fit grains for people of all ages and tastes, across the world.Key Result Areas:• Overseeing demand planning, distribution and logistics functions by ensuring the availability of the products at the right location at the right time.• Responsible for designing and implementing a value added supply chain and logistics functions to provide cost and operational efficiencies to the business.• Shouldering the responsibility of strategizing and establishment of distribution network to ensure timely available of products.• Responsible for finalizing freight contract for inbound and outbound logistics ( primary & secondary freight management )Significant Accomplishments:• Instrumental in setting-up a “Centralized Order Processing Cell” (COPC) for managing Modern Trade – PO’s primarily for Top Chains, which resulted in average “Order Fill Rate” (OFR) has improvement from 70% in Q2’14 to 90% in Q4’14 ( Key Customer i.e. Reliance Retail Ltd. & Future Retail Ltd. had improved from 80% to 94% ). • Played a stellar role in ensuring: - Primary freight savings of approx. 10.75% vs. YAGO in terms of Rate / Kg which resulted in savings of approx. Rs. 95.25 lakh/annum ( Largely it is achieved by introducing CONCOR services primarily for Southern and Eastern Regions ). - Successful project delivery of the project in smooth transitioning of Super Stockiest - Model to FMCG - Model across All India where 20 C&FAs were on-board within a specified timeframe of 03 months in Q2’14.• Successfully reduced supply chain - wastages (i.e. detention / expiries) and saved approx. Rs. 12.55 lakh/annum.

• Pioneered the establishment of a "Centralized Order Processing Cell" (COPC) to streamline Modern Trade Purchase Orders for leading retail chains, elevating the average Order Fill Rate (OFR) from 70% in January 2012 to 90% by December 2012, with Bharti Wal-Mart's OFR improving from 78% to 92%.• Achieved a 14.4% reduction in primary freight costs compared to the previous year, resulting in annual savings of ₹77.52 lakh.• Successfully maintained freight rates for both primary & secondary logistics in line with FY 2012-13 figures, despite a 12.5% diesel price hike in September 2012, and a subsequent monthly increase of ₹0.50 per liter starting October 2012.• Led the Mumbai Warehouse Re-engineering Project, which resulted in annual savings of ₹42.43 lakh through operational improvements.• Implemented a new purchasing process from Toll Manufacturing at Everest (Meerut) via the Ghaziabad C&FA, contributing to annual savings of ₹62.50 lakh.• Facilitated the seamless transition of Super Stockiest operations in Jammu into a C&FA model, leading to savings of ₹3.5 lakh annually.• Introduced a rental model for sourcing wooden pallets from Chep India Pvt. Ltd., resulting in annual savings of ₹5.91 lakh.

Key Result Areas:• Shouldered the responsibility of distribution and logistics functions by ensuring the availability of the products at the right location at the right time.• Responsible for designing and implementing a value added supply chain and logistics function to provide cost and operational efficiencies to the business.• Accountable for strategizing and establishment of distribution network to ensure timely available of products.• Entrusted with the task of finalizing freight contract for inbound and outbound logistics ( primary and secondary freight management ).Significant Accomplishments:• Pivotal in ensuring: - Primary freight savings of approx. 10% vs. YAGO in terms of Rate/ Kg which resulted in savings of approx. Rs. 95 lakh/annum. - Secondary freight savings of approx. 7.5% vs. YAGO in terms of Rate/ Kg which resulted in savings of approx. Rs. 50 lakh/annum. - Warehouse Management savings of approx. 5% vs. YAGO in terms of Rate/ Sq.Ft. which resulted in savings of approx. Rs. 18 lakh/annum ( During the tenure, handled 04 - 3PL’s across all India )• Instrumental in reducing supply chain - wastages (i.e. detention / expiries) and saved Rs. 8.15 lakh/annum.

>>> Growth Path:>>> Apr’96 - Sep’09: PepsiCo India Holdings Pvt. Ltd. (Frito-Lay Division), Gurgaon <<

Highlights:• Successfully: - Enhanced the Customer’s satisfaction scores from 50% - 70% by inducing multiple process interventions for improvement in service levels to the distributors levels i.e. Route Planning / Permanent Dispatch Plan. - Initiated development and implementation of benchmark warehousing practices, in line with PepsiCo’s policy, by ensuring adequate capability building for the warehousing operators across the Region.• Efficiently led warehouse consolidation at Pune, Jaipur & Ahmedabad by leveraging recessionary environment for strategic benefit for PepsiCo.• Dexterously achieved improvement in forecasting rate from 68% in Q2’07 to 78% in Q4’07 by flexibility in forecasting as well as through process interventions.• Instrumental in: - Ensuring inter depot stock transfer’s and obtained savings of approx. Rs. 15 lakh/annum. - Improving upon the C&FA hygiene, Quality Audit scores from 45% in Q2’07 to 70% in Q3’07. Compliance Audit scores from 60% in Q2’07 to 72% in Q3’07 - Reducing supply chain - wastages (i.e. detention / expiries) as well as saving Rs. 30 lakh/ annum.• Skilled in handling: - Primary freight savings of approx. 3.5% vs. YAGO in terms of Rate/ Case which resulted in savings of approx. Rs. 84 lakh/annum. - Secondary freight savings of approx. 5% vs. YAGO in terms of Rate/ Case which resulted in savings of approx. Rs. 50 lakh/annum. - Warehouse Management savings of approx. 19.7% vs. YAGO in terms of Rate/ Sq.Ft. which resulted in savings of approx. Rs. 29.58 lakh/annum ( Handled 15 – C&FA’s and 01 - 3PL across Western Region during the tenure )Honors & Awards:* Distinction of receiving the recognition letter & Josh Award from Mr. Satyavrat Pendharkar, Sales Director (PepsiCo India, Snacks) in '2008'​."Steered efforts of the Mumbai Warehouse Re-Engineering Project resulting in savings worth Rs.60 lacs per annum as well as improving service quality".

Highlights:• Successfully: - Conducted weekly stock availability reviews at DC / SKU level for delivering VSL & ASL within 2% tolerance levels against projected plans. - Maintained 98% VSL levels for CSD as well as 98% for Export in servicing including Nepal.• Skilled in planning of Films / Laminates for all the Company’s Plants & Co-Packers ( Vendor finalization was done by the Purchase Department )• Instrumental in developing process & systems for i2 to ensure smooth interfaces with SAP - ( Develop alternate solution for I-link by partnering with IT for i2 SCP and DP )• Oversaw entire transportation & dispatch operations of Pune Plant Warehouse (3PL) during crisis.Honors & Awards:* Distinction of receiving the recognition letter and Josh Award from Mr. Satyavrat Pendharkar, Sales Director (PepsiCo India, Snacks) in '2006'​."Adjudged as the Winner of the Mission 500 Josh Award in December 2006 for ‘meticulous planning of dispatches and arrangement of vehicles during festive season to attain the designated targets"​.* Distinction of receiving the recognition letter & “Frito Star” Award received from Mr. Venkat Shankar, Sales Director (PepsiCo India, Snacks) in '2006'.- Distinction of getting selected as amongst the 10 nominees across All India Sales Function for “Frito Star” Award for Q1’06.- Attained remarkable exposure into Logistics & Production through the stint in Pune. - Chosen as the Sales Team Champion for Q1’06 for outstanding contribution in managing critical dispatches & vehicles non-availability situation in Pune. - Initiated establishment of the process & guidelines for smooth 3PL transition in H2 2006. - Attained extensive knowledge on Logistics Operations. - Enabled Pune 3PL in achieving the highest ever single day dispatch figure of 166 Tons. - Appreciated by one and all for attaining this feat during several forums.

Highlights:• Instrumental in providing effective support for execution of MRP in Oracle through integrity of inputs (data / master).• Holds the distinction of anchoring MRP Calls with factories & functioned as focal coordinator between Factories, Purchase & Vendors on a weekly basis.• Pivotal in initiating the successful designing for Daily Sales & Stock Report (BTG) which further developed into single uniform report across the S&D system.• Pivotal in ensuring 99% of VSL compilation for CSD & Export servicing.• Successfully: - Achieved reduction by up to 90% through a daily detention monitoring mechanism. - Initiated development of an i2 SCP user manual for assisting the newcomers on the process.Honors & Awards:* Distinction of receiving the recognition letter and Josh Award from Mr. Sanjay Warke, Sales Director (PepsiCo India, Snacks) in '2004'.- Applauded in all the KAM Review Forums for effectively handling the Specialized Channels (CSD & Export) in the current year,- This has resulted in better space utilization and easier truck availability. This also reduced the instance of detention at the border.Statistical Accolade:- Attained a rate of 100% for the respective year in CSD.- CSD recorded a growth by 84% over YAGO as a result of the high service levels.- Provided regular updates to the system for ensuring complete transparency.- Coordinated with RCMs & RCs to expedite billing for CSD customers and increased service levels for customer resulting in boost in Sales.

Highlights:• Served as a Process Owner for i2 Run & managed collation of data for providing output and analysis.• Oversaw complete monitoring of CSD Supply Chain for achieving service levels at over 95%.Honors & Awards:* Distinction of receiving the recognition letter from Mr. Manu Anand, Managing Director (PepsiCo India, Snacks) in '2003'​.Statistical Accolade:Successful in achieving Sales of 3169 Tones in August 2003 despite a week long transport strike despite facing the pre and post period of strike and ensure disruption free activities.* Distinction of receiving the recognition letter from Mr. Manu Anand, Managing Director (PepsiCo India, Snacks) in '2003'.- Adjudged as the winner of the Lakshya Josh Award thereby making foray into entered the Lakshya Josh Hall of Frame.Statistical Accolade:- Made effective contribution towards the Boy Organizational Goal Lakshya 50 whereby achieved an all-India Market Share of 50% exit 2003.

Highlights:• Instrumental in reducing i2 run time from around 8-10 hours earlier to 4-5 hours.• Organized and conducted trainings in i2 SCP Management as well as transitioned to data management role.Honors & Awards:* Distinction of receiving the recognition letter from Mr. Vijaysekhar Badde, Supply Chain Head (PepsiCo. India, Snacks) in '2002'.Successfully accomplished the training activity for the factories in the MRP Roll-Out process whereby:- Initiated efforts towards making the team at Pune Factory for a full-fledged MRP process note thereby ensuring internalization of the imparted training.- Performed reinforcement training at the Channo factory as well as rolled out the process at Faridabad factory.

Highlights:• Successfully generated weekly indents for both the factories as well as ran IRI software fortnightly for sales information, collation as well as dissemination.