Dinesh Kumar R

A. Identification of trends and assessment of opportunities to improve processes and execution through daily reports and metric analysis.

B. Located bottlenecks to streamline existing processes; structured and planned approaches led to a 56% loss reduction for MP shipments in FY '24.

• Building logic behind identifying COC issue shipments, and a structured approach for continued data fixes, giving a yearly goodness of 6 cr.
• Daily monitoring of OFD + delivered shipments at FM to highlight and take corrective action to streamline and increase the throughput. Thus showcasing the value of Audacity.
• Changing the mapping of critical LM hubs for handling seller returns and routing them through FM, thus providing a positive business case to reduce losses and improve seller experience, hence providing a yearly goodness of 1.5 cr and displaying the value of Customer First.

C. Improving Speed and Seller Experience.

• Identifying problematic lanes/assets contributing to speed deterioration and taking corrective measures to unblock the bottlenecks, hence increasing the D10 speed by 20% from June 2025 to September 2025.
• Collaborating with the Seller Support team to streamline the escalation metric and follow-up mechanism, ensuring escalation resolution within 48 hours. Hence showcasing the value of customer first.

D. Collaboration with stakeholders.

• Stakeholder management, being of key importance, included collaboration with partner teams, the supply team, planning, and the tech team to ensure that operations are at BAU and any urgency on the ground can be resolved on a real-time basis.

• Established long-term client relationships through consistent delivery of high-quality products and services.
• Enhanced customer satisfaction by streamlining communication channels and improving response times.
• Mentored junior staff members for accelerated career growth, developing future leaders within the organization.
• Interviewed, recruited and trained new onboarding candidates.