• Co-led Annual Budget activity for Supply Chain Division and ensured closure of FY 22-23 with Surplus through efficient monitoring of Budgeted vs Forecasted expenses and Timely Interventions. • Reduced Fleet and Fuel Cost as % of Sales through Right Sizing of Company Owned & Dedicated Fleet, Fuel Cost Optimization, and Rationalization of Extra Hired, Spot Hired & Adda Hired Fleet Cost. • Led the Lift backs of Expired and Damaged products from Customers Pan-Pakistan and subsequent closure of Incineration Activity through liaison with Branch Managers and Finance on complete process for the disposal of Warehouse and In-Transit Damages.• Reduced Overall Loading/Unloading Cost through Loader Productivity Analysis and Periodic Region & Channel wise Loading/Unloading Cost Analysis.• Effectively Truncated the Overall Repair and Maintenance Cost of the Machine Handling Equipment (Stackers and Pallet Jack) and Company Owned Fleet through Supplier Rationalization and Efficient Monitoring of Scheduled Maintenance Activities and Associated Costs.• Tracked National Short & Excess Stock received from P&G, Daily shipment Tracker, Interbranch Shuttling Cost, Supply Chain Capacities Mapping, Sub-D Cost Analysis and Sub-D 24 hrs Service Levels throughout Pakistan to ensure Optimum Customer Service Level while incurring Minimal Capital and Operational Expenditures.• Ensured National Accrual reconciliation for Dedicated, Extra Hired and Fuel for SC department and provision to FI on monthly basis.• Handled Trade Van, Interbranch Shuttling , Incineration, & Repair and Maintenance Invoices and Payment Processing.• Preparation of Management Report to highlight Key Accomplishment for ADP SC department on a Quarterly basis.

• Implemented Centralized Material Requirements Planning division for Imtiaz Group's Distribution Centers and Business units, ensuring improved forecast accuracy and optimal inventory levels to consistently meet customer demands without compromising on service levels. • Managed an inventory portfolio of 7000+ SKUs, worth over 1200 million rupees spanning across 8 distinct FMCG categories (both Food and Non Food).• Lead the planning for ISM southern region warehousing and logistics division to ensure smooth, efficient and effective operations from sourcing to fulfillment for 4 major business units with highest sales contribution nationally.• Improved ISM Mega warehouse service level by 12% through efficient demand forecasting, sales and operation planning (S&OP) and inventory management.• Devised an efficient (non-moving/slow-moving) stock liquidation plan resulting in elimination of 10 million+ worth of High DOC (Days of Coverage) stock through push strategy to branches, reverse logistics (return to vendor),stock replacement and inventory optimization.• Improved supplier fill rate by 8% through implementation of control mechanisms to ensure OTIF (on time, in full) delivery from the vendors via the incorporation of average lead times and vendor schedule optimization, continuous Vendor service level monitoring and Purchase Order status tracking report, proactive follow-ups with the supplier and the category buyers, inventory level reportmonitoring, resulting in stock out reduction by 6%.• Conducted periodic evaluation of finished goods inventory which resulted in 13% reduction of aging SKUs.• Managed, coordinated and aligned with 150+ vendors including Unilever, Colgate Palmolive, Atco (P&G), Premier Sales (Modelez), Burque Corporation, Hilal, Continental biscuits, Ismail Industries and English Biscuit Manufacturers.• Coordinated with SAP and ISM team for implementation of customized reporting for SAP S4 HANA (Materials Management Module).

•Extracted, cleansed, analyzed, prepared reports and dashboards/data visualizations pertaining to Vendor service level (On Time in Full) Reports, Inbound vs Outbound stock movement report (Good receiving vs Transfer), Out of Stock report, Overstock report (High Days of Coverage), Warehouse service level report, Inventory reconciliation report, Daily Vehicle Monitoring Report (logistics Report), Expiry Tracking Report and Non-moving/slow-moving/dead stock and damaged stock reports for GM Supply Chain.• Conducted periodic evaluation of finished goods inventory which resulted in 20% reduction of aging SKUs.• Reduced damages and stock expiry by efficient implementation of FIFO/FEFO and stock reconciliation (SAP vs Physical stock) for efficient liquidation of stock.

• Business Intern at the Branding and Global Sourcing department of the Phosphate Business unit of Engro Fertilizers Limited • Created a report on Engro Fertilizers’ Agrochemical imports and highlighted changes in product volumes, price variations, and exporter/ importer market shares. Also prepared commercial management document highlighting industry trends for May 2019 and the commercial divisional update assessing the sales performance of various products for the month of June 2019. • Effectively analyze the trends and patterns of various supplier on the basis of OTIF (On Time In Full) and Cost Competitiveness, predicted the most efficient ones and rationalized the supplier base.