- Managing end-to-end operations and planning (inbound, outbound, inventory, controls) leading a team of 280 employees across 2 distribution centers handling ~200 vehicles per day, serving ~300 locations nationally- Responsible for warehouse utilization and labor planning, annual budget, vehicle handling, and MHE maintenance through analysis using historical data trends, consensus demand plan, and the monthly business planning cycle- Delivered a 20% reduction in cost per case through shift structure optimization and subsequent resource rationalization, with annual savings of USD 50,000- Drove optimization through strategic warehousing techniques and direct dispatch opportunities in reducing energy consumption by 45,000 kWh (10% YoY) resulting in a savings of USD 20,000 annually- Reduced warehouse and operational damages by 20% through KPI development and trend-tracking using Power BI, identifying physical hotspots through heatmaps and implementing corrective actions

- Responsible for driving continuous improvement across 4 sites by identifying and managing projects to improve cost of delivery through lean six sigma and kaizen methodologies- Delivered savings across total delivery cost over USD 2.1 million through multiple projects targeting vehicle upsizing, capacity utilization, and distribution network redesign.- Led teams from 3 sites in reducing plastic bottle damages for the 19-liter Nestlé Waters SKU by 7%, translating to savings of ~USD 80,000 through data analysis and tracking using Power BI- Optimized inbound material movement at Port Qasim Factory, reducing distance traveled by forklifts by 45%, saving 200 man hours and USD 7,700 annually

- Responsible for the last mile journey of Airlift’s grocery delivery business, overlooking the value-stream operations fromthe warehouse to the consumer- Effectively structured, recruited, and managed a team of 10 people in running Lahore’s grocery delivery operations with afleet of 1000+ riders across 22 dark stores- Improved percentage of orders delivered under 30 minutes from 55% to 75% in Q1 2022 through strategic warehousedeployment and optimized shift structures for riders- Reduced complaints from 1.77% to 0.59% of over 6,000 orders served daily through product improvements in order assignment and prioritization while also optimizing rider utilization from 1.05 to 1.88 orders/hour

- Responsible for roster planning, shift optimization, and station management while indirectly managing a team of 120crew members across 4 branches in running smooth kitchen operations for J&J’s takeaway- Devised a time series model to forecast demand, reducing daily average order prep time from 18 to 8 minutes in twomonths, eventually integrating it with the organization’s ERP- Led J&J’s POS integration with Foodpanda, reducing order processing times from 4 minutes to 2 seconds, driving an increase in demand through an additional 40% delivery orders

- Shadowed Production Planning Engineer for daily floor operations - Used theoretical knowledge to analyze defected products post-production and understand primary causes behind said defects- Presented improvement methods in daily operations processes to reduce most commonly-occurring defects by 60%