Key Accomplishments:• Awarded "Top Performer of the Year" in the Supply Chain Department for FY 2021-22.• Selected for the "MPCL Extended Leadership - Personal Leadership Stream", completing modules on leadership, conflict management, organizational communication, and strategic finance, with innovation module pending.• Streamlined the Annual Procurement Plan by coordinating with over 20 departments, shifting to aggregated demand planning, reducing instrument volume by 10%, and shortening PR to PO conversion time from 65 to 55 days.• Appointed as the "Special Point of Contact" for McKinsey's Procurement Transformation Project, managing data, coordinating meetings and interviews, and overseeing project performance.Core Responsibilities:• Daily PRs Report Preparation: Reduced missed Purchase Requisitions from 5 to 0 per month by ensuring next-day assignment to buyers through daily report compilation of approved PRs.• Bi-monthly Performance Scorecard Compilation: Presenting management with key supply chain metrics, including Open PRs, Open POs, and SAP Ariba Utilization, to gauge departmental performance.• Monthly Balanced Scorecard Generation: Delivering comprehensive assessments of departmental performance, highlighting stakeholder engagement, business processes, cost management, and learning opportunities for strategic planning.• Support to Procurement Efficiency Team: Enhancing procurement operations by providing weekly data updates, aiding in the swift closure of Open PRs and fulfillment of Purchase Orders.• Ad hoc Reporting and Analysis: Conducting targeted reports and analyses on-demand to assist in problem-solving and informed decision-making.

Key Accomplishments:• Served as Secretary of the "Procurement Tender Board," overseeing a transparent, multi-stage procurement process for high-value cases, garnering senior management support.• Controlled an annual budget of USD 5 million, optimizing resource allocation and achieving USD 250,000 in savings over 5 years through strategic negotiations.• Implemented SAP ARIBA "Sourcing" and Qlik "Data Visualization" modules, enhancing procurement processes and analytical capabilities, including training for 20 staff members and onboarding 200 suppliers.• Expedited critical MRO procurement for a newly acquired rig, supporting drilling operations in a security-sensitive area, reducing the typical procurement timeline from 100 to 60 days.• Facilitated time-sensitive sourcing of seismic crews and equipment, including recording equipment and rig spares, accelerating procurement timelines from 180 to 120 days.• Designed contracts exceeding USD 5 million for seismic data acquisition and processing services, ensuring compliance and quality across MPCL-operated blocks in Pakistan.• Secured a multi-year rate agreement with three Seismic QC Consultant firms spanning two firm years and one contingent year, resulting in a significant reduction in unit costs by approximately 16% per day.Core Responsibilities:• Operated the full procurement cycle for ~20 monthly requisitions in seismic data acquisition and processing, Capex & Opex for seismic crews, and MROs for Rigs, encompassing pre-qualification, vendor approvals, RFQs, evaluations, negotiations, contract administration, and payment execution.• Administered ~25 monthly payments for imports, utilizing advance payments, net 30 days terms, and letters of credit, ensuring compliance and financial efficiency.• Coordinated with suppliers, buyers, logistics, and banks to streamline shipment handling, clearance, and delivery, achieving cost savings of USD 5,000-7,500 monthly by minimizing demurrage and detention fees.

• Assessed the financial & operational impact on the performance of the TGS Department at the Lahore Airport due to non-availability of own equipment due to planned / unplanned repairs & maintenance and delays in making payments to vendors.• Established KPIs and developed a reporting system in Excel to enhance the efficiency & efficacy of Performance Monitoring & Control (estimated savings in Turnaround Time = 3 days).• Documented all processes linked with the TGS Department, prepared AS-IS flow diagrams in MS Visio and mapped them with SCOR metrics as a prerequisite for ERP Implementation.

• Coordinated with the Procurement Team and arranged Raw & Packaging Materials for Ambient Dairy products and Juices, Nectars & Still Drinks for production to be carried out as per the production plan.• Computed the financial cost of holding inventory and coordinated with personnel from Sales, Marketing and Procurement to determine optimal inventory levels for strategic & bottleneck Raw & Packaging materials based on Lead Time and importance in terms of usage (estimated savings in terms of cost = Rs. 1.5 million).• Collaborated with the Financial Planning Team and optimized the quantity of paper to be ordered from Tetra Pak on a weekly basis.• Built financial models in Excel to evaluate multiple proposals for contingency planning i.e. increasing the safety stock of paper, sourcing an ingredient from an international location and using alternate recipes in case of non-availability of ingredients.• Assisted Senior Management in strategic planning & decision making by preparing a Dashboard covering key information related to Sales, Production, Warehousing & Logistics, Machine Utilization, Milk Collection & Payable and Critical Raw Materials.

• Spearheaded implementation of Oracle 10g – Finance Module (ERP System) with the support of External Vendor and IT Department which streamlined operations of the Finance Department leading to the generation of Financial Statements in a timely manner.• Laid foundation of the HR Department through the recruitment of HR Manager and support staff and streamlined Recruitment & Selection, Training & Development and Performance Evaluation & Appraisal which reduced monthly employee turnover by 25%.• Leveraged Project Management Tools (Deliverables, Milestones and Critical Path Analysis) and completed an Office Shifting & Renovation Project in 50% of the allotted time and Rs. 1 million under budget.• Arranged promotional material for the Business Development Team (standees, brochures, caps, key-chains and mugs) to share with potential / existing customers and re-designed company’s website to enhance the overall Brand Image of the company.

Milk Collection Centers (Uch Sharif and Faqirwali)• Critically analyzed Advances given to farmers, Village Milk Collection Operations, Transportation Compliance, Feeder Utilization, Chiller Calibration and SHE (Safety, Health and Environment)• Reported areas of non-compliance with company SOPs and outlined plan of action for improving overall milk collection operationsCreative and Media Agencies (Ogilvy & Mather, Lowe & Rauf and Bramerz)• Checked that agency claims made for in-direct expenses were according to contract• Saved Nestle Pakistan PKR 3.5 Million by reporting expenses that were incorrectly claimed by agencies