Led a team of 6 direct and 35 indirect employees to manage end to end supply chain operations of 3 warehouses in Faisalabad cluster with a combined storage capacity of 1800 pallets spots.• Collaborated with sales, Supply Planning, Finance, and legal teams, to build cross functional synergies and execution of warehousing & distribution operations in compliance to internal SOPs and government legal regulations. • Planned and managed resources efficiently, inventory management, controlled pilferage, maximized free cash flows, 3PL management and accurate financial reporting to achieve/exceed KPIs.• Led "National E-Commerce Service level" project for Abudawood across Karachi, Lahore, Islamabad, Faisalabad & Peshawar project to track forecast vs ordered accuracy, root cause analysis, based on service level from principle which improved CFR%/Service level from 40% to 96% in 3 months.• Optimized Faisalabad WH daily shift load plan through route optimization for Sub-Distributors, which reduced monthly OT by 30% with yearly saving of PKR 3.6 million.

Managed monthly business for Procter & Gamble, Ferrero Rocher, Savola, supply chain of over 7000 direct customers, 46 Sub Distributors, Metro C&C & Chase Up, geographically dispersed from Multan to Dera Ghazi Khan, Sahiwal & Okara.• Won “SCM Star Performer Award (20-21)” on national level for best KPI’s and new business launch.• Optimzed transportation routes to increase dedicated vehicles/resources utilization, sustained 98% service level, reduced extra hiring cost with an annual saving of PKR 1.2 million. • Successfully designed and implemented “Warehouse Shift Optimization Project” by analyzing time motion study of WH staff activities, resulting in cost savings of PKR 1.1 million per year.• Achieved and sustained a service level of 98% in Sub Distribution business by executing 98% of shipments within 24 hours of order receipt and achieved an F&F% of 0.31%.• Successfully launched Ferrero business, serving 16 Sub-distributors in South Punjab and accomplished Freight & Fuel of 0.13% as percentage of sales against target of 0.25% F&F.

Led a team of 6 supply chain associates, contributing 40% to the total PK SCM exports volume of renowned global brands, Target US, Target AU, VF & Alshaya and delivered optimal operations performance in accordance with the Area Business Strategy and agreed Customer SLAs.• Ensured end to end shipments execution, documentation as per compliance, origin & destination port activities execution within timelines to ensure cargo delivery within aligned ETAs, without any demerge/detentions at destinations.• Effectively managed operations to align with the Area Business Strategy and meet agreed Customer SLAs, ensuring crisis resolution when needed.• Coordinated with various stakeholders (front line colleagues; upstream, downstream process teams) spread across globe /geographies towards process improvements initiatives.• Forecasted volumes, mentored, and coached team to achieve/exceed required financial targets, clients KPI’s along with team’s individual development plans.• Analyzed team member's strengths and abilities, realigned team responsibilities, to optimize productivity by 20%, and achieved a 0.3 FTE reduction through documentation automation.

• Assisted course instructor in preparing course materials, including lecture slides, assignments, and examinations.• Conducted tutorials, discussion sessions, and review sessions to reinforce key concepts covered in lectures.• Engaged with students through email, discussion forums, and office hours to address questions and concerns.

Led a team of 5 production supervisors and oversaw 75 production workers to drive seamless operations within a textile spinning unit.• Led daily data collection initiatives, conducted root cause analyses, and implemented control measures to enhance machine efficiencies, KPIs achievement, achieving a 10% reduction in downtime and ensuring optimal production output. • Formulated and enforced Health, Safety, and Environment (HSE) protocols, resulting in a 20% decrease in safety incidents and fostering a culture of workplace safety.• Engineered and executed comprehensive shift plans to optimize workforce allocation, slashing overtime expenses by 15% and reducing production costs by 8%.• Implemented a methodology for plant restarts post-power shutdowns, curbing material wastage by 6.5%, streamlining restart times by 30%, and boosting production by 11%, translating to monthly savings of PKR 1.2 million.