Waqas Mehmood

Partnered with executive leadership, EPC contractors, and project directors to govern supply chain portfolios valued at $10M-$50M, driving full alignment between procurement strategy, project timelines, and organizational priorities.
Established and managed strategic supplier partnerships across 22 global and local vendors, negotiating long-term contracts that delivered 12% cost savings through favorable pricing, payment terms, and service level agreements.
Developed and mentored a cross-functional supply chain team of 20+, embedding a performance-driven culture through structured onboarding, KPI accountability frameworks, and continuous professional development initiatives.
Managed end-to-end tendering and contract lifecycle for high-value procurement categories, overseeing RFQ development, bid evaluation, and commercial negotiations to secure optimal terms across mega project scopes.

Oversaw global inventory operations across 18 warehouse facilities, governing multiple 3PL partnerships to maintain 95%+ fulfillment accuracy across 30, 000+ active SKUs while driving 8% reduction in warehousing cost.
Designed end-to-end automation pipelines in Parabola to digitize inventory reconciliation, achieving 50% reduction in manual processing time while significantly enhancing data accuracy and billing reliability.
Conducted systematic 3PL billing and carrier charge audits, identifying and recovering cost discrepancies that reduced logistics invoicing errors by 5% and strengthened financial controls across multi-provider operations.
Led cross-functional resolution of last-mile tracking anomalies, reducing customer-impacting delivery failures by 15%.

Conducted executive-level supplier meetings in the U.S. with major OEMs and distributors, including Pratt & Whitney and Lockheed Martin, resolving high-risk supply chain issues and reinforcing long-term strategic partnerships.
Managed end-to-end tendering and contract lifecycle for high-value procurement categories, overseeing RFQ development, bid evaluation, and commercial negotiations to secure optimal terms across mega project scopes.
Provided strategic leadership in logistics strategy and supplier management for new aircraft components and repair.
Optimized inventory positioning across multiple distribution centers, achieving a 20% reduction in excess stock.
Directed cost modeling and supplier KPI analysis, improving procurement efficiency and delivering 7% cost savings.
Managed contracts and negotiated commercial terms including pricing, payment terms, and service levels.

Governed end-to-end production planning cycles for a high-complexity, multi-component aircraft engine portfolio valued at $25M annually, translating maintenance schedules and operational demand signals into structured materials and work-order requirements.
Maintained real-time visibility across active production work orders and component readiness status, coordinating materials availability with maintenance crews to prevent line stoppages and sustain scheduled operational output.
Identified and escalated material and capacity constraints ahead of scheduled production runs, enabling proactive resolution of supply bottlenecks before they impacted maintenance turnaround times or fleet availability targets.
Achieved an 8% reduction in stockouts by optimizing demand planning and enhancing forecasting accuracy.
Designed KPI frameworks tracking OTIF, fill rate, and forecast bias, driving inventory accuracy to 95%+ and reducing planning variance by 10% across high-value SKU portfolios.

Directed warehouse and distribution operations across multiple facilities, overseeing more than 24, 000 active SKUs.
Increased inventory accuracy to over 95% by implementing process standardization and structured cycle counting.
Optimized transportation & distribution workflows, achieving 10% reduction in lead times and improved service levels.
Collaborated with third-party logistics providers to enhance service reliability, cost efficiency, and KPI performance.
Led operational improvement initiatives that reduced warehousing and distribution costs by 8-12% while improving service KPIs.