Responsible to maximize on time Case fills along with operating efficiency of the entire Warehousing as well as the Secondary Transportation network of Northern Region

Plant Leadership role to manage the Materials, Planning Dispatch and Co-packing Operations Leading the team of 3 S&Cs and 24 Shop floor AssociatesContribute in Business Critical Decisions in terms of flexibility development Projects , Capital ExpenditureInventory Management (RM, PM, Essential Oils, Spares and WIP) Serve as an Interface between Central Planning, Procurement and and Plant Operations

An integral role in SCM , with below Roles and Responsibilities:• Collaborate in achieving allocated Annual Budget Volume, Inventory norms and Material Loss targets• Develop and adhere Monthly Production Schedules, in Coordination with Demand & SNP Planning• Conduct Monthly Cycle of Material Requirement Planning (domestic and imported)• Biannual Assessment of Facility Constraints, Plant Capacity, Capacity Utilization, SKU Mix Portfolio• Drive OPERA Implementation for KPI reporting and Production Order integration at Shop floor • Derive Production Strategy basis Quarterly Segmentation Analysis and Sales Production Volume Matrix• Ensure Compliance of Daily Changeover Management, and optimize CU by Making Finishing Balancing• Conduct Cross Functional Coordination Weekly meetings and address Plan and Operational Concerns• Adhere to Manufacturing Lead time horizon based on Operational Decision Phase of Supply Chain• Plan New Developments, Schedule Experimental Manufacturing Orders• Ensure Legal, Commercial and Quality Compliance related to Finished Goods Labelling

Business Leadership Program is one of the most reputed and well recognized 1 year Management trainee program offered by Colgate Palmolive (I) Limited. The program offers Candidates to undertake multiple Cross Functional Stints with clearly defined Objectives and expected deliverable, which are reviewed, evaluated and assessed by the India Leadership Team. It helps attain a holistic sense of the entire Business from upstream to the downstream supply chain including a mandatory participation in a rural CSR Stint.A great nurturing prior to taking a full time responsible Managerial role.

Department: Customer Service and Logistics

• Responsible for handling the Flagship Loyalty Program at 8 Sales area spread at a stretch of 1000 Kms• Point of Contact for CRM (Customer Relationship Management) Macro Process of the Supply Chain• Facility installation and Service Planning by Demand Forecasting and Estimation• Co-ordination between Fleet Logistics involved in Inter-functional Operations(LPG & HSD) and Retail • Implemented Kaizen blitz in resolving Network Connectivity issues for proper POST response• Networking & Mapping of Retail Outlets with reference to their locations in line with Highway Business• Improvised Delivery and Service Responsiveness to cater to heavy Implied Demand Uncertainty• Computed and analysed the Sales Percentage Conversion data for planning Promotional Strategy Achievements• Reduced Lead time of the Product by 43% by elimination of Bottlenecks in the Distribution System• Raised the Responsiveness by introduction and promotion of OTC facility achieving strategic fit• Achieved 60 TMT annual Target Volume HSD Sales through loyalty cards• Cumulative Business volume gained by new Customer addition: 2000 kl (Revenue generation: 11.8 Cr)• 33% increment in Cumulative % Spend through loyalty Cards; raised from 9% to 12%• Market share of HSD raised by 0.64% due to contribution by additional volumes gained from OMCs• Average Percentage Demand for New Customer Enrolments raised by 66% w.r.t. previous year

• Led the campaign “Know your Product”; an initiative to make employees aware of the product they sell• Prepared learning modules related to Steel Manufacturing Process to develop proficiency• Documented Commercial Utility of various types of Steels for providing adequate consultancy to end usersAchievements• Study incorporated in the Learning Centre of the Company’s website• Appreciation for adding Intangible Value added gains to the Organization from inputs and study

• Why-Why analysis with the current Global Standard Testing methods of the Organization• Performed As-Is and To-Be Analysis, identified the role of each parameter and scope of improvements • Carried out Competitive Benchmarking study with OEM testing procedures to sort out the Best practices• Researched data from Meteorological Survey of India to conduct a Comparative study • Justifiable Incorporation of amendments more suitable and in line with Indian weather conditions.• Negotiation via demonstration with suppliers for improvising Vehicle component YieldAchievement• Appreciation by the General Manager, Nissan, for study to raise warranty benefits to the users.• Recognition and a Letter of Recommendation by the Deputy General Manager, Materials, RNTBCI