Chandan Banerjee

• Warehouse Operations - Managing the entire P&L for West India across warehouse business and establishing standard of 30 percent of GM month on month
• Leading team size of 95 on role staff - Accountable for 2500 Off-role staff across region.
• Accountable for 1500 lakh sqft of space for entire region

• Taking care of new city launch from first to last mile set up for grocery business
• Leading fulfillment center operations end to end with proper efficiency
• Leading grocery cross dock operations end to end with proper efficiency
• Responsible for P&L of an entire city as well as the scaling up of orders per day
• City expansion with respect to launching of new grocery FCandcrossdockwithexploring3PLmodel of operations altogether
• Define,launch,and drive strategic and analytical initiatives to improve internal processes and operations, working with cross-functional teams and leadership
• Provide operational support in terms of capacity planning, seat allocation, equipment etc
• Sharing insights on scalability of products for responsible cities
• Onboarding capable sellers in sync with category team to ensure nil dead wood stock in inventory overall and ensuring finally thecost per shipment to a benchmark value.

• Ensuring weekly planning on inbounding and executing same in sync with daily volume.
• ▪ Ensuring high-value deal FNSKU to get prioritized and get outbounded.
• ▪ Ensuring delight seller experience by keeping inbounding consignment TAT to get minimized
• ▪ Ensuring top 90 plus percentile units get pre-outbounded by a minimum stipulated amount of time to gain seller confidence.
• ▪ Ensuring recruiting of top talent to amazon core operations in the inbound first mile while in peak days. Key Outputs: Operational TAT: Improved Operational TAT by more than 35% under my watch Revenue/Saving Output: Increased Operational efficiency of more than 10% resulting in INR 5lac/month savings to company. Overall saving till date amount to 50+ lakhs
• Got a SUBJECT MATTER EXPERT title for west first mile business to ensure successfully a FC ( 6.95 cubic ft capacity ) getting a hold of 40 percent grocery without a warehouse damage less than 0.01 percentage overall.

• Ensuring Business Growth with overall Vendor Management Across city ensuring 24*7 availability for self operated business.
• Controlled and fixed the availability of Room Inventory Management &Churn Management Handling for the city & the supplier relationship management.

Operations:

Develop business continuity plans and procedures and expand existing protocols as per the business requirements. Define and execute the process for scaling out the India organization by driving multiple initiatives.

Forecast and report key operational metrics considering various relevant parameters. Execute, track and measure the outcome of the business initiatives across different product models.

Key Outputs:

• Scaled operations from 45 properties to 285 properties in 11 months
• Scaled property operations to handle 27000 guests check-in /month from zero
• Developed internal practices with sales team to deliver sales of 350 room nights /day
• Developed a vendor base across 3 cities which can support operations of up to 10 crores GMV/month

Strategic Operations:

• Identified key reporting and performance management metrics for the initiative of specific
  process control techniques
• Introduced a new system of reporting back to various constituents, which helped to
  quantify issues affecting the good manufacturing practice ( GMP ) parameter control
  and product quality on the shop floor
• Devised new arrangement of materials loading in a container with the team, to make a
  marginal profit in respect to overall logistics. Key Output:

Achieved a target of 0-1.1% of an operational breakdown out of 252 operations/batches run in the overall month, making a decrease of 10.5% from the previous month with the same number of batches and it was continued for FY 2014-15

• Operations: Successfully managed a team of 125/shift with a mix of 80 casual and 45 permanent workmen Successfully implemented TPM on shop floor with documentation and making of Pillar structures and hierarchy
• Introduced concept of CLIT ( cleaning , lubrication , inspection and tightening ) shop floor and putting tags in given facility which ensured reduction of 70 percent of the daily breakdown and maintenance time
• Key Output: Initiated and performed sampling test initiative on shop floor, and which was just in time and had a just on time decision making on Quality checks
• It resulted in a minimization of 95 percent of battery rejection due to quality check issues in assembly line