Rahul Dhoundiyal

Supervise day-to-day warehouse and logistics activities within sales center, including inventory management and order fulfillment

• Reduced transportation costs for company by 20% by negotiating better terms with existing vendors
• Reduced fuel wastage by introducing company-wide fuel cards and installing GPS in transport fleet
• Improved order fulfillment by 20% by changing existing order management process, which also improved turn-around time (TAT) by 50%
• Enhanced customer experience by supervising service providers and ensuring all order inquiries are processed in fast, accurate and professional manner.
• Maximized performance by monitoring daily activities and mentoring team members.
• Coordinated with vendors to verify timely delivery of materials and supplies, avoiding delays.
• Kept documentation and records accurate and up-to-date with latest data to prevent errors in processing or delivery.
• Increased transportation efficiency by optimizing routing and scheduling processes.
• Reduced transport costs for company through strategic negotiations with vendors and carriers.
• Utilized GPS technology effectively to navigate unfamiliar areas and ensure on-time deliveries.
• Completed daily cycle counts to maintain accuracy of records.
• Managed and motivated employees to be productive and engaged in work

• Reduced experts' average service time by 25%-30% by piloting integration of SaaS tool with internal CRM
• Decreased Cost Per support Interaction (CPI) by ~40% within 10 weeks by effective redistribution of driver walk-in to small scale offices by working closely with product and marketing team
• Improved agents' MoM efficiency by 55% by creating Virtual support channel for Tier 3 city and driver partners
• Improved Driver Satisfaction Score (D-SAT) of Delhi by training agents, 1v1 with non-performing agents, deep-diving into D-SAT data to understand fallouts and thereby taking steps to resolve them
• Supervised driver-partner support centers across Delhi-NCR, consisting of team of 30 agents, who were responsible for handing ~25k-30k walk-ins every month
• It involved their day-to-day operations, managing KPIs, escalations, boosting team's NPS, office branding, and facilitating stakeholders' interest to ensure engaging team culture.
• Championed continuous improvement initiatives that resulted in optimized processes leading to cost savings for the organization

• Led a team of 10 agents and trained them on operating procedures and services
• Handled floor escalations and assisted sales team to achieve their targets
• Helping customers understand product and handling requests and escalations, along with providing technical information.
• Provided technical support to clients, addressing their concerns and resolving issues promptly.