1. Leading standardization charter for the IN Prime Now network. Developing mechanism for rolling out change mechanism across all the FCs, so as to ensure same customer experience happens across all the region.2. Created scorecard mechanism for all the sites across PAN India so as to drive and develop healthy competition across all the sites. Customer experience metrics in the network got improved by 20% approx.3. Working on continuous improvement and increasing the delivery speed initiative of the network.

1. Capacity, manpower and training planning of newly launched Amazon site; scaled up daily volume from 50k to 1lac to 3lacs customer shipments within a span of 6 months. Handling a team size of 1800+ individuals.2. Developed a tool to have visibility of the adhoc vehicle requirement and horizontally deployed the project across all the Amazon FC in PAN India. The potential saving of the project was INR 60 million annually.3. Responsible for vehicle planning of 5 3P sites during the January and August 2020 event sale. Ensured zero FC controllable customer shipment misses across all the buildings.

1. Leading Amazon 3P operations across multiple sites; responsible for end to end operations of the FC from inbound, processing, quality and out bounding of shipments.2. Mentoring and expanding new Amazon 3P site in north east region. Negotiation and finalization of the commercial aspects for the newly launched site.3. Regular interaction with the 3P stake holders and higher management team. Single point of contact from the Amazon front for all the operation related activities.4. Developed mechanism to create micro level tracking of customer return products so that the inventory gets mapped to the right seller. The system was horizontally deployed across all the sites in PAN India. The potential saving of this project was INR 30 million annually.

1. Implement continuous Improvements & process excellence to drive cultural change and ensure all KPI’s are met.2. Material handling and process establishment for traceability of inventory stock at every stage in ERP.3. Preparation of guidelines so that physical stock should match with systematic ERP stock4. Procurement management and inventory management of the building so as to reduce holding cost without effecting the production.

1. Managing a set of 3 clients on site project. Understanding the operational barriers and execute them as per the agreed timelines.2. Single point handling of client to deliver the project goals. Weekly meeting with the senior leadership of the client to showcase the progress of the project.3. Analyze the system of production in place at the client’s site and find out the abnormalities that are in place which results in low productivity or higher scrap percentage.4. Deliver the key project objectives at the client’s site in terms of manpower optimization, reduction of no. of changeover, layout management, material flow standardization etc.5. Negotiation with vendors in terms of cost or timeline that gets involved during the implementation of the project

1. Daily tracking of OEE of the machines and analyze the machines that is resulting in low production.2. Understanding the daily production trend and troubleshoot the reasons that is resulting in downtime or short comings by doing the necessary analysis of data.3. Responsible for complete KAIZEN implementation of the plant4. Increased the OEE of the machines in the bottleneck area by almost 13%. Took the output from an average 19,500 meters/day to an average output of 22,500 meters/day within a span of six months.5. Reduced the scrap in hose manufacturing by almost 50% due to the wire breakages in the machine, which eventually resulted in a saving of INR 25 lacs annually