Aditya Verma

Responsible for improving Amazon India marketplace's customer experience and bottom-line profitability by reducing root-cause defects that lead to customer contacts

Program Management

• Worked closely with operations and retail teams across the Amazon network to identify and manage contact reduction projects
• Analyzed customer contact volumes and developed solutions that reduce defect events or non-happy path behavior
• Built a scalable program tracking framework that provided granular detail on overall program performance, risks and opportunities
• Provided project management and cross-functional support on key improvement initiatives
• Created necessary business requirements and project planning documentation
• Scheduled periodic planning, progress, and close out meetings with project team & stakeholders
• Disseminated program & strategy updates to internal and external stakeholders

Programs Managed

Fulfillment Center CPU reduction program

• Delivered an overall CPU reduction of 29% on contacts attributable to fulfillment center operations
• Launched an ML based model to curb customer abuse in orders of consumables category leading to 17% contact reduction
• Reduced CPU of PFS (Packaging Free Shipment) program by 82% leading to savings in contact cost of INR 27MM
• Influenced the migration of Amazon pantry shipments from totes to boxes during COVID lockdown
• Launched image attachment feature for use cases requiring images from customer to reduce contact volumes by half

AMXL (Amazon Extra Large Delivery Network) CPU reduction program

• Delivered an overall CPU reduction of 51% on contacts attributable to AMXL forward delivery leg
• Launched chat feature between Customer and Delivery Executive as fallback to the call feature in case of failure to contact
• Built a close loop mechanism with operations team to use contacts data for failed delivery attempts to prioritize shipments
• Introduced richer push notifications to customers with visual cues indicating “Shipped”, “Out for Delivery” and “Delivered” status
• Improved brand installation turn around time from 1.75 days to 1.65 days through CRM integration of top 45% brands

3P logistics CPU (Contacts Per Unit) reduction program

• Delivered an overall CPU reduction of 12% on contacts attributable to shipments delivered via 3P carriers
• Designed automation workflows on Voice bot and Message Us bot for use cases that were high contact drivers
• Developed static “Did You Know” cards to increase self-serve coverage for customers requiring help with their orders
• Collaborated with the carrier partners to offer scheduled delivery for heavy and bulky shipments in the 3P network

Voice of Customer program

• Published “Voice of Customers” to senior leadership on a weekly basis along with root cause analysis of the defect identified
• Partnered with relevant business teams to write “Correction of Error” documents for issues identified through the program
• Scaled the program to share learnings and propose long term solves for egregious customer experiences to global leadership

Pick up Point CPU reduction program

• Delivered an overall CPU reduction of 47% on contacts attributable to pick up point orders
• Created content for customer service associates to refer when handling contacts related to pick up point orders
• Collaborated with operations team to establish pick up points in containment zones during COVID lockdown

Responsible for title transfer operations in the used-car-finance department

Operations Management

• Managed a pan-India team that grew from 2 to 5 people while business volume increased by 7% month on month
• Handled and resolved highly escalated cases of delayed title transfer by liaising with various stakeholders

­Key Achievements

• Completely eliminated credit limit blocks by banks through implementing a process of proactive deferrals for each delayed case
• Reduced delays in title transfer from 30% to 12% in first 6 months by creating an organized channel for data and information flow
• Planned and executed expansion to include commercial and bank seized vehicles to increase business volume by 1.8x

Responsible for developing and realigning the Logistics supply chain as per overall business strategy

Product Management

Planned and operationalized a new in-house logistics arm expanding to 6 cities in 6 months at a scale of above 1100 shipments daily

• Identified location and size for delivery hubs; negotiated and finalized commercials
• Recruited and trained hub supervisors to manage operations at delivery hub
• Managed product development of the FabOne courier panel
• Pioneered technologically driven logistics by introducing Swipe-On-Delivery, virtual signatures and GPS tracking
• Developed system capabilities to handle Cash-On-Delivery collection of over INR 2.5 Lakhs worth cash daily
• Enabled various system integrations as a liaison between external solutions provider and internal product
• Designed product roadmap and managed development of online seller panel for operational and logistics requirements
• Managed backend setup across multiple databases for logistics and coverage-based services
• Created a service offering of 24-hour delivery timeline and achieved a 96% service level of “on time” delivery of shipments

Vendor Management

• Managed a team of 6 people in the Logistics department while the requirements from the company changed due to shift in business model
• Point of contact for escalations for 3PL partners
• Resolved operational issues of documentation requirements and state entry tax through predictive analysis and timely alerts
• Managed load distribution across different logistics partners by prioritizing based on cost, service level and mode of transport
• Reconciled payments and cash remittance by implementing a data driven statistical approach to reduce disputes in invoices

Key Achievements

• Identified and resolved issues related to shipping costs which brought down overall Logistics cost of the company from 20% to 12%
• Reduced delays in shipping time by 10% by completely reworking the criteria used for calculating promised delivery timeline
• Achieved 42% reduction in transit damages through continuous improvement of safety measures in packaging and bulk aggregation

Special Recognitions and Awards

• Entrusted the responsibility of being a part of the team facilitating the acquisition of the company by Future Group in 2016
• Youngest member of the core team involved in developing business strategies for the company
• Received the “Badhta Baccha” award for exceptional performance by an employee under the age of 23