Faced with seemingly unpredictable demands, customer complaints were around1. on-time availability and dissatisfied service levels2. higher prices (because of uncontrolled cost)3. responsiveness & flexibility4. product freshness and originalityWe started our journey to develop a customer centric supply chain by finding answers to the customer's dissatisfied state of mind.I had been able to break down silos and create a more collaborative,cohesive chain of processes that improves customer satisfaction through:1) Streamlining and strengthening of processes: this has helped us in ensuring that entire organization looks at the business through the same prism2) Restructure our SCM model: The SCM team was structured around the Sales, in order to lend maximum support to the front end. This included improving function like sourcing and procurement; demand planning and forecasting; inventory management; order fulfillment; distribution and logistics planning3) Cost containment: we have driven ourselves to strike a right balance between reliability and costs through optimization of resource and infrastructure.4) Managing and Minimizing the supply Chain Risks: through strategic sourcing and collaboration with suppliers and service providers we have mitigated the risks that we were exposed towards5) Building flexibility reliability and responsiveness: throughimplementation of delayed differentiation, Reduction of out-of-stocks and lost sales, Faster resolution of service issues and shortened resolution times to claims from customers, we earned accolades6) Outsourcing business transactions: we ensured standardization of processes, a six sigma accuracy and a faster turnaround time7) Managing External Manufacturing: enabling capacity enhancement without Capex liability and limited fixed cost commitment8) Deployment of SAP : as a functional and subject matter expert

Demand planning - ensure best customer demand predictions, leverage historical product performance, manage inventory replenishment with forecasting• Logistics & Distribution - manage transportation, stock control,warehousing and ensuring structures are in place to monitor the flow of goods and materials• Supply Planning - manage production planning and scheduling ofmaterial flow to meet production schedules and customer requirement• Supply Chain Visibility and Better Decision Making: Integrate demand signal visibility into a systematic sales and operations management process that intelligently evaluates alternatives, makes decisions, and reacts

• Supply Chain Management§ Vendor Development, Materials Management, Reverse Auction§ Sourcing Specialist of Transportation§ Negotiation and Cost control§ Inventory Management – FG§ Strategic Sourcing, Vendor Rating§ Job Work & Co packing.• Logistics & Shipping§ Transport Management and Economics§ Distribution Planning, Forecasting, Demand Planning – S & OP§ Sourcing & Distribution – Mode Management - Rail/Road/Water§ Infrastructure Planning & Warehouse Management§ Reverse Logistics§ Depot. Operation & CFA management§ Transportation Contract, Depot – Rental Agreement etc.

** Handled category procurement in the Central Supply Chain for a year** Was leading the deployment of SAP as a functional Lead for SCM for a year while I chose to move on from there

Coca Cola, Siliguri was the "Supply Chain School" and the foundation stone of my career. Spent more than three years across stints such as Procurement, Logistics, Warehousing and Production & Transportation planning in a plant set up with gradually increasing responsibilities across geographies and with due recognition. RM / PM Inventory Planning / Procurement - Replenishment based sourcing of RM & PM, which will be in line with Production Plan, Control the age of inventory Inventory Value - Reduce the Absolute Value of inventory of RM, PM with a focus on major High Value Items Negotiations / Cost Savings - Identify & implement opportunities for cost savings for items / services bought at unit thro’ new developments and negotiations Vendor Rating / Development - Rating system for vendors based on the lead times taken, quality of product supplied etc. Transportation - Ensuring optimal loads, monitor &reduction of one way freight, Monitoring and highlighting of detention charges, ensuring maximum utilization of dedicated vehicles / haulers Productivity Forklift usage- CPC for fuels, manpower, maintenance, idle time Labor productivity - setting up norms for various shipping activities, monitoring the productivity achieved, action plan for improvement and corrective action TPM - 100 % compliance of FIFO at all locations, controlling and reporting of DOD, Suggest quality improvement measures, storage as per quality norms Infrastructure planning & storage management - Infrastructure assessment for meeting peak volume, temporary space planning, Proper Stacking and Palleting Production Planning – Sales Forecasting, production planning and scheduling in phased manner FG Availability - Monitoring stock outs, maintaining agreed level of stock availability FG Inventory holding FG Inventory ageing Reports & Compliance with Procedures