Sambit Saha Email & Phone Number

Bengaluru, Ka, In

Bengaluru, Karnataka, In

📌 This is my first Leadership role in building an Online B2B Marketplace of Reliance Retail, enjoying my work being the nerve center of the Business Process Control, focusing on driving top-line growth and enhancing customer experience with CXOs.✅ Process Design, Product Development & Re-engineering across business functions (Sales, Marketing, Growth, Category, Catalogue, Operations, Warehouse, Logistics, Quality, Finance & Customer Support)✅ Proactively led strategic initiatives, change management, and conducted comprehensive research and analysis to evaluate operational effectiveness, optimize business processes, and foster successful partnerships. ✅ Digital Transformation (CX Design & Strategy): Program managed 250+ Tech. Features Development (BRD, PRD, UAT & Rollout) for various platforms/systems with Product & Engineering Team✅ Process Excellence: Reducing Supply Chain Costs & Reducing Financial Leakages, Optimizing Reverse-Logistics & Value Recovery from Returns (RVP, RTO, Defects & Damages, Supplier Cancellation etc.)✅ Improving Customer Experience, Streamlining Customer care Operations & Process Audits across AJIO✅ Retail Excellence: Omni-channel strategic and growth initiatives - MVP launch and expansion of Offline Business (B2BC, COCO, COFO, Wholesalers-Distributor Stores & Dark-Stores)✅ Control Tower: Data Analytics, AI/ML Statistical Modelling, Dashboard, Reporting (Tableau), OKR review & Monitoring🎯 Significant Achievements: ➤ Delivered ₹620 Cr+ in savings through supply chain cost reduction, reverse logistics optimization, and warehouse automation➤ Implemented data-driven strategies for demand forecasting, dynamic pricing, and customer retention, boosting sales by 11% and improving retention by 4.3%➤ Utilizing AI/ML, advanced analytics, and control tower frameworks to minimize customer returns from 32% to 8%➤ Reduced packaging waste by 3.7% through sustainable practices

Gurgaon, Haryana, In

Responsible for Warehouse Design, Infra & Assets Planning – Program & Project Management

Gurgaon, Haryana, In

★ This is my first Leadership role as building Grofers & establishing Lean Six Sigma Culture across our Supply Chain. And also the first move towards e-commerce-startups-ecosystem.★ Contributing major responsibilities for Grocery delivery under 10 Minutes by transforming B2C operation from facilities to faster replenishment into 100+ Darkstores. And reducing processing & delivery time with in 10 minutes with help of Tech, Data Analysis & Process Automation. This has certainly improved our AOV & GMVs.★ Developed Operational Excellence Roadmap by creating 8 customized pillars for Grofers’s path of excellence. Launched Supply Chain Lean Index (SCLI) by Hoshin Kanri method, aligning KPIs, OKRs with Business Goals & improving NPS.★ Enhanced storage space in FCs & 100+ Darkstores by implementing Variable Heights of Shelves, backed by statistical modelling, without any major CAPEX ~ Max 20% storage gain achieved without increasing heights of racks & under same space.★ Off-role manpower cost reduction : 11% manpower optimized in 18 Pan-India Fulfilment Centres by Statistical Modelling of Effort Reduction for Warehouse Operations (Multi-regression of factors established with SKU, IPO, Crates, Distance, MHEs, FCs, Weight, Experience & Regions). This model has also helped us to predict operating time & increase in slot availability to end-customers.★ Launch of Lean Six Sigma Certification: Coaching, Mentoring of Yellow Belt & Green Belt batches (3 batches, 50+ Belts). Internal Website Launch for Lean Six Sigma Training Modules, Recorded video session of mine, Quizzes, Case Studies & Exams.

Mumbai, Maharashtra, In

★ Some memories are created for life-long. That’s the way I feel about Lupin. I still feel like I was working there just other day. Lupin won DL Shah National Quality Award consecutively for 5 years & CII Six Sigma award for 3 years.★ Institutionalized 11 Black Belt, 20 Green Belt & 5 Yellow Belt projects in Lupin for achieving 6 Sigma Level of Quality, Yield Improvement, Capacity Utilization & Customer Satisfaction.★ Led Pharma Industry’s 1st product robustness program to bring all CQAs to 6 Sigma level of quality on 11 molecules at Lupin’s largest API processing plant, Tarapur.╰☆╮ Achieved mastery by applying following Lean Six Sigma Tools on every molecules : VOC & VOB Analysis, Risk Analysis, SIPOC, VSM, MSA-gage R&R, 7QC Tools, FMEA, Regression Analysis, Hypothesis Testing, Time Series Analysis, DOE, Control Chart & Control Plan etc.★ Reduced Invalid OOS by 30% in 1st wave by driving BB & GB Projects.★ Benchmarked API chemical yields with theoretical yields & brought 7 molecules to 95%+ yields at each processing stage of reaction ➟ Benefits of र60+ Million.★ DOE (Design of Experiments) & critical lab experiments for achieving higher Yield & 6 Sigma Level of Quality on 3 Fermentation based molecules.★ Launch of TPM & effective implementation of 2 pillars (Autonomous Maintenance & Planned Maintenance) in Utility & Engineering.★ Developed capability of Six Sigma & Statistics by training more than 40 executives (Green Belt), 16 Managers (Black Belt) & 2 Sr. Leaders (Black Belt) along with 30+ eGB (Yellow Belt) Candidates over 2 years.

Mumbai, Maharashtra, In

★ I took a slight deviation in my career to explore processing industry exposures. There was a time, when I was reporting to India-Formulation Head, Global VP-Formulation Head & CEO of UPL apart from my Reporting Manager. Working with Chemical Processing was another learning exposure & dealing top level management has become key strength now.★ This was my 2nd Greenfield exposures in-terms of setting Lean Practices at UPL’s biggest Bulk Processing Unit, Jhagadia. Reduced Truck Turn Around Time & Container Detention Time from the 200 acre plant ➟ Benefits of र10+ Million as my 1st Project here.★ Lead 3 Warehouse Designing Projects of 22,000+ Pallet Position in 2 phases with Godrej & Miebach over 2 years.╰☆╮ Phase-I : Concept, Design & MHE Finalization of with stakeholders. ╰☆╮ Phase-2 : Coordination with Civil & Project teams for construction of Warehouses, Procurement of MHEs and Installation of barcoded Warehouse Management System etc.★ 23% (161 nos.) Manpower Optimization, with Automation across Formulation Units (2 Domestic, 1 EOU). Average 60% manpower per line were optimized with Line Balancing & Automation in Filling & Packaging Line ➟ Benefits of र15+ Million.★ VSM with Management & were able to reduce contract manufacturing lead time from 75 days to 45 days.★ Quick changeover for Extruder cleaning on bottleneck equipment & products. Working on SMED benefited us र23+ Million.★ Facilitating IMEA Audits & Kaizen Competition across Formulation Units – Achieved IMEA GOLD award in 2017

Weinheim, De

★ Responsibility got expanded for Lean Implementation to another 2 units in Mohali apart from Noida unit.★ Hoshin-Kanri Planning with Top Management & Global Team, for next 3 years mapped.★ VSM (Value Stream Mapping) constructed at Mohali Rubber Supplying Unit (Batch Process to Single Piece Flow) with Top Level Management. Benefits of र40+ Million achieved upon successful implementation of projects of VSM in another 6 months.★ Cell Level VSM Workshops conducted in all 3 India Units, followed by Training sessions on Lean Manufacturing for capability development ➟ 1000+ Man-hours.★ Launch of 8 TPM (Total Productive Maintenance) Pillars along with OEE Dashboards. Sustainable Improvement Roadmap signed with stakeholders for addressing 6 Major Losses. 2.3% OEE Improvement achieved within 2 months.★ 11% Equipment availability increased by working on quick changeover / SMED principles.

Weinheim, De

★ Back to leading Excellence Function once again. This was also a period of Transition of Global Mergers with Trelleborg Automotive & Freudenberg Automotive, formed as ‘Vibracoustic’. I helped the organization for aligning KPIs & Improvement Projects with Business OKRs, building Dashboards, automated Reports and transparency in status & progress of all 8 pillars of Manufacturing Excellence with Global Clients & Stakeholders.★ 70+ work-cells were rebalanced by eliminating 60% of manual processes, cell redesigning, enhancing ergonomics & layout modifications ➟ Benefits of र51 Million.★ Worked with Global-IT Team for Pull System Implementation. Batch process & single piece flow were mapped, System Integration for Scanning & generation of Kanban Cards followed by Milk-runs for replenishment in Cells from Supermarket area ➟ Benefits of र87 Million for Inventory Reduction.★ Launched Employee Suggestion Scheme, which was huge success & continued for 3 years. Rebranded the scheme after 3 years focusing strategic initiatives ➟ Benefits of र100+ Million in 3 years.★ We received 2nd Prize in Quality Circle, which was facilitated by me for reducing 13% variation in spray coatings before injection moulding.★ 5S & Visual Management in production floor was revamped with Senior level Participation, Revised Audit Mechanism, Focussed RCA & Rewards-Recognition. ★ 21% In-process inventory reduction in 70+ work-cells.

Weinheim, De

★ Product Development was also exciting & had great learning exposure for me when I Led CFT for APQP (Advanced Product Quality Planning), Phase-IV & Phase-V. I was responsible for product development of all 4-wheeler OEMs, though enjoyed most while launching parts for FORD & VOLVO Cars. ╰☆╮ Phase-IV : Validate Process & Product – Worked on average 3-5 parts on every month for production trial runs, testing output for confirming capability, reliability of the process & reconciliation of Run Rates with Ford, Maruti, GM, TATA etc. ╰☆╮ Phase-V : Launch, Assessments & Continual Improvement – This was actually the full scale production launch, where I was able to utilize my past Industrial Engineering & Lean Manufacturing skills to improve the process. ➟ Capacity Survey & Quarterly Forecast Planning of Various New Parts development ➟ Developed PFD, FMEA, SPC, PPAP & comprehensive Control Plans for 100+ parts ➟ Designed & Modified various Jigs, Fixtures, MHEs and Storage System ➟ Process Automation, Poka-Yoke implementation for Improved Mfg. Process ➟ Improved Customer Satisfaction Index, awarded by FORD & Maruti

Kolkata, West Bengal, In

★ This was my first ‘Greenfield Exposure’ as setting up Industrial Engineering & Process Excellence department. This is memorable in terms of first team building exposure as well as stakeholder alignment with Top Level Managements. ★ Remembering “Maintenance Free Batteries” ? Well, bottleneck processes were eliminated & with re-designing of that VRLA battery assembly line, 93% productivity achieved within 6 months of its installation.★ र43 Million savings in 1.5 years by 15+ Productivity Improvement Projects (Green Belt)★ Productivity Based Incentive Schemes were designed in various operations & functions. ★ Work Measurements & Capacity Assessment with various Vendors – Rate Fixing & Standard Production Norm fixation for sub-contracted items & processes.★ Quarterly Budget Planning for Equipment & other resources.★ ABC-category analysis with Purchase & Procurement Functions & 13% Reduction in spare parts inventory.★ Quarterly Magazine publishing for Various Lean Initiatives. ‘Hall of Fame’ for employee engagement, capability development & enhancing motivation.

★ This was my first job and I have fantastic memories of it. I was privileged to work with some of the finest minds in the Industrial Engineering field when Data Science wasn't popular enough. I was also fortunate to work with a few prestigious organizations as my clients. ★ Major Clients Served: Flender, LML, Siemens, Emami, Exide, Big Bazaar, Tractors India.★ र80 Million savings in 2 years with various Lean Projects by Improving process efficiency, reducing waste & increasing productivity while working with various clients.★ Lead Industrial Engineering Function as onshore outsourcing for ‘Flender India’ & ‘Exide Industries Limited’. Major focus into Productivity Improvement, Capacity Utilization, Time & Motion Studies, Process de-bottlenecking & Surveillance Audit of ISO 9001:2008.★ Remember LML Freedom? When the company was reopened in 2008 for Exports, I was one of the key member of a special consultant team, appointed by LML. We balanced the engine assembly line & vehicle assembly line based on TAKT, for producing 1 scooter per 3 minutes. Also Manpower requirements in the entire plant assessed & implemented to achieve maximum productivity for their export business. ★ Productivity Rate assessment & Standard Norm Settlement. Remarkable achievements made while setting production targets in the 4 units (Shyamnagar, Haldia, Hosur & Bawal) of Exide Industries Limited with Labour Unions & Management.★ Incentive Scheme design & roll-out with various clients for their on-roll & off-role workers. ★ Strategic Initiatives for Product Placement & Planogram designed in the Largest Big-Bazaar Outlet of Kolkata.

B. Tech, Mechanical Engineering

Master Of Business Administration - Mba, Business Analytics

Mdp, Lean Manufacturing