Bollu Tanush

• During my tenure at Amazon, I was part of the IN-EF (External Fulfillment) team. We facilitated external fulfillment for sellers by utilizing Amazon's logistics network. Fulfillment by Amazon (FBA) allowed sellers to store, pack, and ship their products through Amazon's fulfillment centers. Amazon handled the entire process, including customer service and returns, with associated fees. Alternatively, sellers could opt for self-fulfillment using Amazon logistics, where they managed order processing while Amazon Transportation Services (ATS) handled final delivery. This arrangement leveraged Amazon's infrastructure and customer base, ensuring fast shipping and building customer trust. Adhering to Amazon's policies and requirements was crucial for smooth fulfillment.
• During my internship, I focused on optimizing and automating various IN-EF processes, yielding significant improvements. I quantified these enhancements by measuring time and cost savings. Moreover, I enhanced order delivery speed by reducing transit times through strategic warehouse replication. These efforts streamlined our workflow, benefiting the team and improving the customer experience.

I worked on the following projects in Amazon:

• Self-Sufficient Seller
• Long Zone Reduction for External Fulfilment
• Speed vs Cost Menu Card

Self - Sufficient Seller:

The objective of this project is to identify and create a cohort of Self Sufficient Sellers. Self Sufficient Sellers are high volume, high performing sellers that require no external supervision. By doing so, the team can minimize the number of audits conducted and enable the Operation Executives to concentrate on sellers with subpar performance and a high defect rate. To achieve this, I developed an automated Excel tool that takes into account sellers' performance metrics (such as Expected Ship Date Adherence, Misses %, Return Rate, etc.) from the past three months as input. The tool then calculates a Final Score by assigning different weights to various metrics, allowing it to automatically identify the cohort of Self Sufficient Sellers. Through this approach, approximately 107 sellers were identified. Audits for these sellers will be conducted on a quarterly basis, resulting in approximately 1,070 hours saved per year. Additionally, I designed a survey to identify the challenges preventing other sellers from being part of the Self Sufficient Sellers cohort. This survey aims to enhance the overall seller experience and increase the number of sellers who can operate independently.

EF - Long Zone Reduction:

Long Zone shipments are those shipments that travel at a national level (>600 km). The objective of the project is to reduce the overall National/Long Zone percentage for the External Fulfillment team to approximately 40%. To achieve this, I analyzed data at a site level and devised a strategic solution that includes displaying shipment savings and business improvements in terms of fulfillment speed if sellers replicate their warehouses to recommended locations.The first step involved identifying the top target sites with high national share. An automated Power BI dashboard was created to visualize the current state and highlight the top 10 target sites. Raw data was obtained by running SQL queries from the database. The Power BI tool not only provides condensed data but also serves as input for an automated Excel tool. By simply pasting the background data into the Excel tool, it calculates total shipment savings and demonstrates the improvement in delivery speed in terms of days. For example, let's consider the site 'EJVV' with a current national share of 65%. Replicating it to Bengaluru would reduce the national share to 50%, resulting in shipment savings of approximately 1 million per year and a 2-day reduction in delivery speed. By following this approach for sites contributing to 80% of the demand, the overall national share for External Fulfillment can be brought down to 40%. These tools provide valuable executional-level data, empowering the team to make informed decisions and drive improvements.

Speed vs Cost Menu Card :

The purpose of the Speed Vs Cost Menu card was to analyze the tradeoffs between the delivery speed to customers and the associated costs in various scenarios. The goal was to create an updated menu card for 2023, incorporating the latest metrics for speed and cost. To achieve this, I collaborated with multiple teams, including capacity planning, speed program, business, and finance, in order to gather the necessary data. This involved running complex SQL queries to retrieve specific information or make modifications to existing data. After coordinating with the various teams and executing the queries, I successfully updated the speed vs cost menu card.