Negotiated and administered CUMI’s SLA’s and contracts with three 3PL Companies for Warehouse Management and over 5 Transporters for pan India Finished Goods Distribution. Instrumental in consolidating the number of transporters from 32 to 5. As a result earned INR 5 lakhs in Turn over discount from transporters for 2013 -14 for the first time in CUMI’s history. • Instrumental in turning around Trading warehouse at HOSUR, that stored INR 15 crores of Inventory and 6000 SKU’s in 20,000 Sq. Ft and 800 Pallet locations, by setting up a new team of 1 Warehouse in charge and 14 contract employees and by implementing robust warehouse processes within a RVW ERP frame work. Improved inventory accuracy from 84% to 99% within 3 months.

• Lead a department of 16 company and 140 contract employees to manage 5 warehouses measuring 80000 sq. ft. (with HD racking and WMS) across India with INR 45 crores of Inventory.• Lead Demand Planning and Forecasting, Inventory Management, Order fulfillment, On Time Delivery, Reverse Logistics of 8000 SKU’s to over 900 dealers across India.• Lead the team that designed and implemented of a Pull based Replenishment Model based secondary sales at 4 CUMI’s dealers to attain 90% On Time Delivery in 2012-13.• Instrumental in developing and implementing in house Item Categorization software, that categorizes inventory as Runners, Repeaters and Strangers.• Instrumental in developing an in house Outbound Transport Route optimization software used to consolidate dispatches across CUMI’s warehouses and maximizing Full Truck loads, thereby enabling freight cost reduction of up to 2% of INR 12 crores of annual spend in sundry dispatches.• Recommended Optimal Location for a GST relevant Warehouse in India to the Management Committee in CUMI, by single handedly conducting Supply Chain Network Optimization using Linear and Mixed Integer Programs in MS Excel Solver.• Achieved annual cost reduction of INR 26 lakhs in the year 2011-12 through reverse auction of FTL Stock transfer transportation services between warehouses.

• Implemented KANBAN on shipments from an Aluminum extrusion supplier to reduce average annual inventory at Trinity’s Cartersville Plant by $120,000 within eight weeks.• Lead cross functional teams responsible for reducing Trinity Tank car Inventory from $100 Million to $50 Million within a year. Reported to the Corporate Steering Committee.• Reduced inter plant tank barrel Inventory ($15,000 each) at Longview, TX from $7 million to $4 million by implementing a process for information sharing between plants.• Developed an Active Inventory Measurement methodology for Inventory performance measurement by suppliers, buyers and planners companywide using the BPCS MRP II system. • Managed logistical and transactional aspects of Materials Planning and Management, Purchasing, Shipping, Receiving, Warehousing and Expediting.• Developed and Implemented a Vendor Managed Inventory Program for railcar fasteners supply. Eliminated expediting costs and reduced average fastener inventory from $300,000 to $10,000.• Supervised a team of two Lead men and six forklift operators that worked in two shifts.

• Programmed CNC machines “hands on” to reduce WIP inventory in grinding wheel finishing operation.