Head of Supply Chain and QHSE
dnata logistics
مجموع سنوات الخبرة :15 years, 1 أشهر
•Heading a team of 150+ workforce across warehouse/supply chain/distribution.
•Managing accounts with annual turnover of AED 60 million (Emirates In-Flight catering/Duty Free/EK Retail/Outstation Catering/3PL/General Freight Cargo).
•Emirates Airline Supply Chain Network demand planning/ forecasting & replenishment for 130 Emirates catering stations across the world handling 250 flights per day.
•Handling daily warehouse volumes of 30 Container IN/OUT/Day, 600k ctns/month.
•Ensure Fill rates above 99% and Out of stock ratio less than 5% at catering stations.
•Achieved stock accuracy of above 99.5% in IFS and 100% in Retail-Duty Free.
•Improved profit margin by 42% with increase in revenue and reduction in Ops costs.
•Established Control tower giving 4PL Consultancy-Forecasting/Cost Reduction/Aging & Coverage Analysis.
•Established KPIs/KRAs to monitor & review performance as per set service levels.
•WMS implementation/Scanning/ERP interface/KPI Dashboards.
•Supply chain cost reduction initiatives and bringing efficiencies in supply chain.
•HACCP Rollout & QHSE implementation across all warehouses.
•Managing stock replenishments via Air/Sea freight containers from Mother distribution center to respective 126 catering units located across the world where Emirates flies to.
•Successfully overviewing 90+ customer accounts/ 7 warehouses (45k+ pallets)/150+ staff directly or indirectly reporting to me and managed volumes amounting to 40k cartons.
•Scaled up the capacity to process shipments from average 5 TEUs/day to average 12 TEUs/day. We have now more than doubled the dispatch capacity of what we were achieving last year with the same manpower.
•Maintained Staff costs as % of total GP within limits (50%).
•Improved Pallet utilization across all warehouses above 99%. Added new warehouses to expand warehouse storage capacity and improve revenue avenues.
•Establishing Reorder levels for replenishments-Improved IFS fill rates from 69% to 99%.
•Supported commercial team with rates to pitch and win additional business.
•IT systems integration-Successfully implemented WMS and transitioned from ERP.
•Forming a new logistics team from scratch and developing it as a profit centre with portfolio of 35 M AED.
•Shifting and consolidating multiple divisions under one roof and logistics umbrella with storage of 100 M AED worth of inventory.
•Ensuring optimum stock levels to avoid out of stock situations and achieving final mile delivery KPIs.
•Heading a team of 350+ employees reporting directly/indirectly in the hierarchy.
•Managing average daily volumes of 20 containers/40, 000 ctns/1, 000 pallets in and out.
•Planning deliveries with a fleet of 70 vehicles to cater to 150 trips/day, dispatching 1000+ orders against 40, 000+ lines on a daily basis for 100+ brands.
•Bringing all divisions under WMS and successfully interfacing with company ERP-JDE.
•Designing and planning of Mother Distribution centre in NIP (50, 000 sqm) along-with required storage types/racking covering 40, 000 CBM.
•WMS Implementation of EPS-LFS software and interfacing with ERP-JDE.
•Catering to daily requirements of 55 in-house Al Maya Supermarkets within UAE and other 40 in other GCC countries/UK/India.
•Planning of deliveries to Modern Trade/Traditional trade/Wholesale/Horeca/Supermarket as per respective cutoffs to ensure required service levels.
•Developed logistic division as a profit centre by setting charging mechanism at Per CBM Rate for the inventory stored and Per Trip Rate for the deliveries made.
•Yearly budgeting at division level and ensuring the targets are met
•Brought overall logistic cost down from 7% to 5% of total revenue.
•Improved inventory accuracy from 70% to 99.5% with regular cycle counts/audits.
•Handled logistics for Food/Non-Food/Garments/Novelties/Books/Stationary/Electronics
•Reducing overhead costs by improving productivity and bringing down logistic cost by clubbing multiple deliveries, thereby improving truck CBM utilization.
•Overlooking product portfolio of 60, 000+active SKUs spanned across different categories.
•Planning manpower and deliveries as per 2 shift running operation.
•Developed resource model to plan manpower/MHEs as per daily targets/volumes.
•Optimizing space in the warehouse, so as to ensure space availability for fast moving SKU
•Implemented strategies to improve picking/putaway/loading-productivity & accuracy.
•Established KPIs to monitor Direct Productivity/Dock to Stock/Space Utilization/Inventory Accuracy/Cost Reduction/Delivery Service Level.
•Handled final mile distribution of major FMCG customers in food distribution-Al Maya Supermarkets/Carrefour/Co-operatives/Lulu/Spinneys/Horeca/Wholesale/Choithrams.
•Bringing cost-effective solution and ideas to get best rates from the suppliers.
•Introduced new storage types and racking structures to accommodate multi dimensional SKUs in Mother distribution centre, catering to other RDCs using Hub and spoke model.
•Route planning, fleet management and optimization to meet delivery service levels of 24 hrs/48 hrs/96 hrs from order cutoff date for different trades.
•Liquidation of slow moving/dead stocks using promotional events and making space for fast moving SKUs.
•End to End supply chain network planning-Demand forecasting & inventory planning for Emirates catering stations, considering average consumption pattern, stocks in pipeline, Min/Max reorder levels and respective lead times.
•4PL Consultancy to Emirates-Develop the company level inventory management strategy with the aim of controlling costs within budgetary limits, generating savings, rationalizing inventory and maximizing working capital.
•Stock demand planning/ mapping and replenishment to caterers as per reorder levels and consumption trends in flight. Planning of Containers based on Volume requirement.
•Generated cost savings of AED 2.7M for by reduction in overtime costs (25%), freeing up space occupied by ageing stocks (saving-AED 0.73M), repositioning of stocks via sea/surface (saving-AED 0.79M), conversion of air shipments to sea/surface shipments (saving-AED 0.76M), reduction in lead times to bring down stocks in the pipeline (from average 110 days to 90 days of stock), accurate ordering of stocks to reduce cabin load costs (23%), reduction in billing rates to stations (saving-AED 0.43M) and freight consolidation to reduce TEUs by 10%.
•Achieved Order Fill Rate (OFR) of more than 90% with Out-of-Stock Ratio (OSS) less than 8% YOY basis.
•Annual budgeting and working with sales team to achieve department yearly targets.
•Managing 10000 sqm multiuser warehouse facility-16000 pallet position, 15m high bay, VNA operated Narrow aisle racking with 60 direct reports. Volume-Approx 185 Export containers/250 Import containers/Inventory Turnover of 90%/750K cartons IN/OUT/month.
•Improved Inventory accuracy levels brought up from 60% to 99.95% (Shrinkage 0.05%).
•Implemented RF Scanning operation in WMS and interfaced EFS with the current ERP system so that data exchange happens seamlessly.
•Supplier profiling and selection based on cost and quality benchmarking.
•Liaise with suppliers to improve the quality of the products and improve their productivity to meet required targets with optimum levels of quality.
•Introduced Inventory Audits-Regular Cycle Counts done via ABC analysis.
•Identify shortfalls in current processes and suggest improvements, so as to improve the efficiency and accuracy of items shipped with minimal errors.
•Coverage and Slotting analysis of SKUs for improving productivity and efficiency.
•Introduction of picking/distribution strategies to improve efficiency and productivity.
•Implemented Warehouse Balance Score card (BSC) and Inventory KPIs
•Developed Resource Model to estimate the number of Manpower/MHE resources required in the warehouse based on Volume/Activity based costing to reduce OT costs.
•Manpower/Shift planning and ensuring the team meets the required deadlines.
•Implementation of regular Cycle Count/Annual Stock Count/Audits to ensure there are no discrepancies and the products are available at the right place at the right time.
•Designed Warehouse/Inventory SOPs/KRAs and the methodologies to investigate if any discrepancies are reported from caterer’s end.
•Implemented QC check processes to control the errors.
•Monitoring quality of all incoming shipments in the warehouse and to notify the customer for any QC related issues/customer complaints for further improvement in processes.
•Space Optimization by doing product profiling and selection of storage solutions.
•Introduced Container Optimization Model to optimize space inside the container and Space Model to estimate and plan storage infrastructure of the warehouse.
•Manage End to End Supply chain aspect of the company from receiving Raw Materials to final distribution of Finished Goods-Local deliveries/Exports.
•Leading a team of 50 team members including 10 Warehouse officers/ Data Entry Operators and 50 Material Handlers to consistently achieve daily and monthly targets.
•Synchronize and plan the movement of stocks from all 4 Raw Material warehouses and 2 Finished Goods warehouse to supply stocks to Production, Exports and Local deliveries.
•Timely Forecast and Ensure the Ordering Pattern of 12, 000 SKUs as per the Lead time from supplier, Consumption pattern and Reorder Level.
•Rolled out Mother warehouse of 10, 000 sqm area with feasible Racking solutions and Manpower and MHE estimation (10, 000 Pallet Position-Double Deep/Single Deep).
•Developed IT ERP system-Bamboo for production planning, controlling stock movement and transfers.
•Ensured Stock availability for PMI Issuance as per planned Job card / Sales Order/ Sample Requisition/ Distribution Center/Exports.
•Standardized cartons for both Inbound and Outbound to achieve max Bin utilization and Container Loading efficiency.
•Improved productivity inside the warehouse by 40% by improving traceability via visual binning, discipline and efficient space utilization.
•Developed Reorder level Reports to assess stock movement and coverage to avoid stock out scenarios (marrying Export Orders/Reorder Level/Current stock wrt SKU Movement).
•Established KPIs to assess warehouse and distribution center performance.
•Brought Inventory Accuracy under control by having regular audits and subsequent inventory reconciliation.
•Implemented SOPs and Warehouse Balance Scorecard to monitor performance.
•Introduced Kaizens and implemented cost reduction ideas inside the warehouse.
•Continuous monitoring movement of Ageing and Fast moving stocks to effectively utilize space and clearing the slow SKUs using promotional offers.
•Demand planning & forecasting stock levels-RDCs-UK/Saudi/Yemen/US/Australia branch.
•Responsible for Supply Chain Network Design and Planning-Analysis of “As-Is” Supply chain network and designing “To-Be” sustainable network solutions to achieve required Customer Service Levels.
•Warehouse Layout Designing, Transition phase planning, Project Implementation and Formulation of Storage solutions with allocation of appropriate resources (Manpower and CAPEX) and warehouse space using DHL patented-Resource, Space and Cost Models.
•Implemented process improvement and formulation of cost effective solutions to achieve desired throughput from the warehouse-Velocity Analysis (ABC Analysis), KPI Formulation and Tracking, Process Reengineering solutions, Packaging solutions and Efficient Inventory Management.
•Responsible for designing Transportation and Warehousing Solutions-Selection of appropriate intermodal modes for transportation and selection of Warehouse locations to achieve desired service levels through Demand Mapping techniques (COG Modeling).
•End to End Project Management, Implementation & Support after Solution Design.
•Understanding customer’s requirements and providing cost effective solutions.
•Responsible for Costing and preparation of Business case proposals for Customers during the bidding process, taking inputs from all supply chain departments.
•Supply Chain cost optimization.
•Exposure to vendor negotiations skills, in getting the best solution at most competitive prices for solutions.
•Solution design and preparation of Commercial proposals.
•SOP preparation (Inbound & Outbound) and Training of Manpower.
•Warehouse Costing with appropriate design solution and procurement of CAPEX items.
•Implemented and designed featured of SAP WMS in TATA Mother warehouse.
•New Customer acquisition and additional revenue streams formed.
•Consulting companies to review their supply chain costs and suggested strategies for cost reduction and have an agile supply chain with faster turnaround.
•Looking after 35+ PAN India and South east Asian region-Malaysia/Singapore/Vietnam/Indonesia.
•Executed APQP Program Management by leading a team of 25 members from Design to Production Stage of all categories of Small Car NANO Engines (Export as well as Domestic Upgrades).
•Managed and trained 100-line operators and new recruits on assembly line processes.
•Consistently achieved daily Production targets through optimum utilization of resources and through Production Planning and Control (PPC) activities.
•Achieved the required Takt time by implementing Kaizen technique - Process Flow Mapping, Time & Motion Flow Study, Load Balancing & Low-cost automation.
•Achieved reduction of INR 200/car in overall cost of the car by benchmarking process
•Successfully installed and commissioned Engine Test Beds and Assembly Line.
•Responsible for Implementation of Tata Business Excellence Model (TBEM) in Power train Shop with respect to SQDCM targets, Kaizens and 5S Improvement.
•Instrumental in leading the roll our of new hybrid platforms.
•Managed all Tata Motors dealerships PAN India.
Subjects: Operations Management, Research Methodology techniques, Lean Supply Chain & Six Sigma frameworks, Cost & Financial Aspects in SC, Procurement & Strategic Sourcing, Demand Management and Forecasting, Simulation, Supply Chain Network Design, Inventory Planning, IT in Supply Chain, Transportation & Warehousing.
Major: Electrical Engineering with Honours Major CGPA: 8.5 out of 10 (Rank holder in the batch)