Looking to sort your supply chain, logistics, warehousing or distribution mess?We help you take that stress off & scale the bottom line with improved end-to-end supply chain and distribution processes. Clientele : Linc, Turtle, Westlake, Allied Nippon, Inlogsys

𝟏. 𝐒𝐮𝐩𝐩𝐥𝐲 𝐂𝐡𝐚𝐢𝐧 𝐎𝐩𝐭𝐢𝐦𝐢𝐳𝐚𝐭𝐢𝐨𝐧: 𝐏𝐮𝐥𝐥 𝐌𝐞𝐜𝐡𝐚𝐧𝐢𝐬𝐦:Shifted to a pull-based operations model, improving inventory availability from 60% to 98%+ and increasing inventory turns from 7 to 16.𝟐. 𝐂𝐨𝐬𝐭 𝐑𝐞𝐝𝐮𝐜𝐭𝐢𝐨𝐧 & 𝐁𝐮𝐝𝐠𝐞𝐭 𝐂𝐨𝐧𝐭𝐫𝐨𝐥:➟Freight Cost: Optimized logistics routes and distribution setup, reducing freight costs by 25% while maintaining delivery timelines.➟Inventory Management: Reduced overall inventory from 90 to 30 days using JIT strategies and buffer management, improving cash flow without affecting service levels.➟Key Metrics: Availability increased from 50% to 95%+, OTIF from 65% to 98%+, and overall efficiency rose from 80% to nearly 100%.➟Network Redesign: Reduced warehouse count from 54 to 18, saving ₹2-3 crore per month without impacting service levels.➟Digital Freight Management: Implemented FMS and introduced fortnightly payments, lowering freight rates by 15-20%.𝟑. 𝐓𝐞𝐜𝐡𝐧𝐨𝐥𝐨𝐠𝐲 & 𝐈𝐧𝐧𝐨𝐯𝐚𝐭𝐢𝐨𝐧:ERP/WMS Integration: Implemented Oracle ERP, WMS, and FMS, aligning production planning with market demands. Inventory accuracy improved from 20% to below 1% at the gross level, and from 2% to below 0.05% at the net level.𝟒. 𝐋𝐞𝐚𝐝𝐞𝐫𝐬𝐡𝐢𝐩 & 𝐓𝐞𝐚𝐦 𝐃𝐞𝐯𝐞𝐥𝐨𝐩𝐦𝐞𝐧𝐭:Led supply chain digitization for improved transparency, reduced lead times, and decreased dependency on manual processes. Order-to-dispatch lead times improved from 3 days to 1, with online delivery status enabling proactive management of escalations.

 Responsible towards Demand Planning function of the Company Responsible towards increasing the Inventory Turn of the Company Responsible towards keeping Warehousing & Logistic cost ( Primary & Secondary) within Budget Responsible towards maintaining Availability of Products - 95% within the entire chain in MTA (Make to availability) environment  Responsible towards maintaining OTIF of 98% within the entire chain in MTO environment  Responsible towards end to end monitoring and tracking to keep Damage /Expiry of products to the minimum.. Responsible towards implementation of TOC (Theory of Concept) model PAN India in SCM ACHEIVEMENTS :-Availability of FG in company warehouses improved to 92% from 65% Conversion of 4 Superstockist into Company operated Depot within 60 working days for ensuing better reach and range thereby impacting sales positively Lead times reduction by opening RDC’s and aggregating warehouses Successful launch of Parag’s Premium Milk at Delhi & Singapore ( Pride of Cows ) maintaining the concept of farm to Door services Developed vendors and Introduced Multi-temperature vehicles to carry Frozen, Chiller & Ambient products in One vehicle which resulted in good savings of the company

𝟏. 𝐂𝐨𝐬𝐭 𝐌𝐞𝐭𝐫𝐢𝐜𝐬:➟Total Supply Chain Cost: Distribution and logistics costs decreased by 15%, dropping from 9% to less than 5% of sales.➟Inventory Management: Gross-level inventory accuracy improved from 95% to 99%, while net-level accuracy now stays within 0.1%, down from 1%.➟Inventory Carrying Costs: Buffer management and WMS reduced inventory from 180 days to 45 days (import & domestic). Aged stock over 45 days shrank from ₹60-70 crore to negligible.𝟐. 𝐎𝐩𝐞𝐫𝐚𝐭𝐢𝐨𝐧𝐚𝐥 𝐄𝐟𝐟𝐢𝐜𝐢𝐞𝐧𝐜𝐲 𝐌𝐞𝐭𝐫𝐢𝐜𝐬:➟Order Fulfillment Cycle Time: Runners & Repeaters sales orders are now fulfilled within 48 hours, down from 15-20 days.➟Perfect Order Rate: OTIF (on-time, in-full) improved from 60%-70% to 95%.➟Inventory Turnover: Turnover increased from 4 to 11-12 times.➟Availability: Inventory availability for Runners & Repeaters consistently remains above 93%.𝟑. 𝐋𝐨𝐠𝐢𝐬𝐭𝐢𝐜𝐬 𝐚𝐧𝐝 𝐃𝐞𝐥𝐢𝐯𝐞𝐫𝐲 𝐌𝐞𝐭𝐫𝐢𝐜𝐬:➟On-Time Delivery (OTD): Improved from 70% to over 90%.➟Transportation Cost per Unit: Freight costs reduced by 15%.➟Order Fill Rate: OTIF improved from 70% to 95%.

Logistics Responsible towards Warehouse management & Inventory Control Training and education to Vendors / Suppliers all across to make a shift on dispatches from Push to Pull model i.e. Toc Way of Replenishment  Responsible towards maintaining availability of the Products  Education , Training and awareness to Logistic partners  Responsible towards keeping logistic cost under control. Responsible towards maintaining the Supplies and Stock management in Power Distribution Services. Corporate Services Responsible towards Supplies for Engineering and Power distribution business of the Company by applying principles of TOC

𝟏. 𝐒𝐮𝐩𝐩𝐥𝐲 𝐂𝐡𝐚𝐢𝐧 𝐄𝐟𝐟𝐢𝐜𝐢𝐞𝐧𝐜𝐲 𝐎𝐩𝐭𝐢𝐦𝐢𝐳𝐚𝐭𝐢𝐨𝐧:➟Reduced Operational Costs: Managed a mix of dense and volumetric cargo, reducing logistics costs through vendor negotiations, route optimization, and better inventory management. Logistics costs as a percentage of sales dropped from 6% to 3.5-4%.➟Pull Mechanism: Implemented a pull-based system, improving inventory availability from 60% to 95%+ and increasing inventory turns from 3-4 to 12.𝟐. 𝐂𝐨𝐬𝐭 𝐑𝐞𝐝𝐮𝐜𝐭𝐢𝐨𝐧 & 𝐁𝐮𝐝𝐠𝐞𝐭 𝐂𝐨𝐧𝐭𝐫𝐨𝐥:➟Freight Cost Reduction: Optimized logistics routes and distribution network, cutting freight costs by 15% while maintaining delivery timelines.➟Inventory Management: Reduced overall inventory from 180 to 25 days through JIT strategies, improving cash flow without affecting service levels.➟Key Metrics: Availability increased from 60% to 95%+, OTIF rose from 70% to 98%+, and distributor ROI improved from 16-17% to over 50%. Company cash flow also improved, with receivables reduced from 120 days to 30 days.𝟑. 𝐓𝐞𝐜𝐡𝐧𝐨𝐥𝐨𝐠𝐲 & 𝐈𝐧𝐧𝐨𝐯𝐚𝐭𝐢𝐨𝐧:➟ERP/WMS Integration: Led the implementation of Oracle ERP and WMS, significantly enhancing production planning and stock management. Inventory accuracy improved from 15% to below 1% at the gross level and from 3-4% to below 0.05% at the net level.

Key Roles & Responsibilities - Coordinating daily collection of various raw material components for various customers through milk run pickup to our hub as per work order provided by the customer.- Coordinating daily dispatches to customers from our Hub as per the daily work order- Maintaining a pool of vehicles in coordination with various transporters to ensure daily pickup of raw material from suppliers and timely delivery of the material to our customers- Providing complete warehousing services to Sundaram Fasteners for maintaining their raw material stocks, ensuring quality checks & timely supplies of these components to Maruti on E-Negara basis while maintaining 99% accuracy of inventory- Managing the raw material warehouse for Purolator through coordinating with their suppliers on a daily basis to ensure timely receipt of raw material in order to avoid any line stoppage or change in the production planAchievements - Won the contract & successfully set up entire warehousing operations for TVS Logistics’first customer (Purolator) in North India within 3 months as a deadline given by the customer- From -th month onwards, there were hardly any production line stoppages or change in production plan at Purolator because of TVS Logistics

Key Roles & Responsibilities - Running and maintaining the mother warehouse for various spare parts while maintaininginventory accuracy of 99%- Maintaining receivables from distributors within 21 days from the date of Invoicing- Ensuring all legal and other statutory compliances like collection of various statutory forms& waybills, timely payments to sales tax department, etc.- Timely settlement of warranty and damage claims of distributors- Procurement & follow up of spare parts from suppliers in and around DelhiAchievements - Received Cummins Chairman Award for outstanding improvement work for the year 03-0-Initiatives - Convinced top management & started satellite warehouses in all the states, which led to savings of the Company towards CST and increase in sales volume- Converted from FTL mode to Express cargo mode which led to dispatches in small lots leading to increase in sales volume and drastic reduction in cheque bouncing without increase in costs

Roles & Responsibilities - Maintaining stocks of regularly used spare parts in the machinery on the shop floor- Purchasing emergency spare parts (which were not required regularly) from the designated shops based on the requirement at the shop floor- Coordinating and arranging the sale of scrap material generated on the shop floorInitiatives - Computerized most of the work earlier done manually, such as maintaining stock register, scrap register, receipt & issues, etc., leading to significant time savings and reduction in errors

- Preparation of monthly profit and loss statement & Inventory valuation Roles &Responsibilities - Integral Part of Internal Audit & Budget preparation team- Monthly comparison of Budget v/s Actuals