Phalguna Nadiminti

• End-to-end ownership of city P&L, dark store operations, manpower planning, cost management, and expansion strategy.
• Managing one of the largest city networks with 124 operational dark stores along along 18 Super Stores
• Handling 3 lakh+ daily orders ensuring SLA and operational consistency.
• Led aggressive city expansion strategy increasing dark store footprint significantly.
• Executed large-scale manpower restructuring resulting in major cost reduction.
• Standardized operational SOPs across all stores improving process consistency.
• Optimized workforce productivity across 4,500+ blue-collar employees.
• Strengthened leadership pipeline across 142 Store Managers and 450+ Shift Managers.
• Improved cost per order through better roster planning and demand alignment.
• Led cross-functional collaboration with supply chain, category, and finance teams.

• Improved B2B & B2C order fill rate to 99.5% within 6 months through bin accuracy and inventory discipline.
• Achieved consistent 100% D0 & D1 order fulfillment performance via daily performance reviews and execution tracking.
• Designed weekly & monthly business reviews to improve picker and packer productivity.
• Strengthened execution accuracy across high-volume operations.
• Implemented ABC stock categorization model based on sales velocity.
• Improved manpower productivity by reorganizing inventory placement.
• Increased Distribution Centre fill rate through close coordination with Inventory Management team.
• Improved bin accuracy and stock visibility across fast-moving SKUs.
• Established complete governance over reverse logistics operations.
• Monitored return volumes, reasons, and product conditions.
• Implemented 100% quality check before dispatch, reducing customer returns by 6%.
• Reduced refund impact through root cause analysis and preventive actions.
• Conducted structured reviews with last-mile courier partners to improve shipment handling and on-time delivery.
• Designed workforce planning model based on forecasted sales volumes.
• Allocated workload dynamically to meet fulfillment SLAs.
• Developed designation-wise KPI & KRA framework for all associates.
• Conducted regular appraisals and performance coaching sessions.
• Delivered structured training programs to improve operational efficiency.
• Worked closely with Inventory Management and Customer Service teams to drive company-level goals.
• Integrated operations, supply chain, and customer experience metrics.
• Strengthened collaboration between warehouse and last-mile ecosystem.

• Directed comprehensive inbound and outbound logistics operations covering transportation, warehousing, and reverse logistics.
• Managed complete product lifecycle logistics including acquisition, internal allocation, distribution, delivery, reuse, and disposal.
• Improved distribution center delivery throughput from 2.3K to 4K orders per month (74% growth YoY).
• Reduced operational cost by 37% per cubic metric in FY19 vs FY18 through cost discipline and process optimization.
• Reduced manpower cost by 10% YoY via workforce optimization and structured performance monitoring.
• Eliminated miss-picks from 0.9% to 0.0% through process redesign and floor-level material reallocation.
• Developed productivity standards and quality governance mechanisms across shipping, receiving, and inventory control.
• Established structured daily performance review framework to monitor operational KPIs.
• Developed root-cause driven problem-solving system to identify and resolve customer-impacting issues.

Fulfillment Center Setup & Launch

• Contributed to designing and setting up India’s most advanced automated FC (Hyderabad) from scratch.
• Executed Big Billion Days (2015) post-setup with all new workforce and systems, achieving full operational readiness.
• Implemented S2D (Stock-to-Dock) operations frameworks focusing on speed, reliability, cost efficiency, and morale.

Process Optimization & SLA Improvements

• Reduced Dock-Stock (D2S) breach from 1.8 days → 0.2 days.
• Improved Picking-Packing (P2PC) from 4.5 hours → 1.5 hours, Packing-Dispatch (P2D) from 120 mins → 60 mins, and Return Center breach from 19 hours → 7 hours.
• Increased inventory space of mobile products from 11.5L → 18.7L units via bulk put-away strategy.
• Optimized storage zones with hot-zone / normal-zone allocation, reducing Turn-Around-Time (TAT) by 70% for picking & packing.

Inventory & Vendor Management

• Achieved 80% vendor adherence to FC delivery schedules through vendor health classification (quality, timeliness, efficiency).
• Improved LBH (Length-Breadth-Height) capturing accuracy from 45% → 76%, reducing duplication from multiple vendor submissions.
• Coordinated daily stock-take with Inventory team and prepared weekly RCA reports for management on excess vs. shortage.

Productivity & Workforce Leadership

• Increased hourly pick rate from 180 → 250 pieces/hour by process redesign and workforce efficiency improvements.
• Reduced labor costs and optimized headcount through workflow redesign.
• Promoted 5 hourly associates to managerial roles through mentorship and performance development.
• Managed warehouse operations across 2.5 lakh sq. ft., including receiving, storage, inventory, and distribution.

Customer Experience & Delivery Excellence

• Reduced miss-shipments and ensured zero-expectation fulfillment from mother hub.
• Strengthened case-pick processes and direct store delivery, enhancing customer satisfaction and operational reliability.

Inventory & Warehouse Management

• Oversaw inventory across multiple storage facilities, ensuring accuracy, timeliness, and quality.
• Implemented stock location and order-picking strategies to optimize workflow, storage space, and productivity.
• Developed inventory quality and accuracy assurance programs, increasing operational reliability.
• Designed systems to receive and store books, journals, and other heavy goods efficiently.

Fleet & Distribution Operations

• Coordinated both contracted transporters and company-owned trucks to ensure timely deliveries.
• Applied operational insights to optimize third-party logistics (3PL) and internal fleet management.

Cost Optimization & Training

• Created a training program for warehouse and delivery staff that reduced CFA cost per unit from ₹103 → ₹99.
• Increased picking efficiencies through targeted training and workflow optimization.

Compliance & Safety

• Maintained adherence to Health & Safety laws relevant to handling and storage of heavy goods.
• Ensured warehouse operations complied with occupational safety standards while maintaining productivity.

Process & Systems Development

• Developed efficient and cost-effective warehouse systems, including workflow, receiving, storage, and dispatch.
• Provided operational insights for developing future systems and improving existing operational frameworks.
• Oversaw office administration procedures to optimize resource utilization and ensure smooth day-to-day operations.