SAURABH SINGH

• Accountable for overall Store/LMD operations.
• Metric Monitoring
• Monitor and analyze key reports, and take appropriate action that will help achieve metrics like OTD, Write-Off, DER, and customer complaint.
• Ensure timely GRN, PRN, cycle count, FEFO expiry process is followed.
• Recruitment, Training, and Logistics
• Coordinate with zonal HR to provide optimal staffing.
• Coordinate with the training team to ensure the new hire training calendar is up to date.
• Attrition and Absenteeism Management.
• Onboarding/Warning letters, Roistering
• People related.
• Ensure rosters are created, and people are following it.
• Counsel, coach.
• Reward and recognition programs conducted.
• Timely warnings are given to defaulters.
• Process Adherence.
• Ensure all processes should be followed end to end.
• Monitoring live dashboard and resolving any bottlenecks in operations.
• Drive and review process compliance in store.

• In Store Operations - Packing - Effective Cost Planning.
• Roster- Staff Shift Plan (Night – Day)
• Dump - Effective Control over Perishable Dump through cart penetration.
• Damage Control in store and delivery transit damage.
• Shrink Audits - Shrink Audits for the Grocery Department.
• Complaint: Reduce overall customer complaints, currently at 0.9%.
• Last Mile – Roster Planning: For effective last mile operation and on-time deliveries.
• TAT - Clear adherence to delivery TAT, currently 100% on-time deliveries.
• Recruitment - In store & Last Mile
• Reporting – Currently, 65 CSAs are included in store and Last Mile.
• Root Planning – Delivery Vehicle root planning for delivery.
• Cluster Recce and lunching - Responsible for area recce for new cluster launch with Marketing and Growth Team.

Monitor and analyze key reports, and take appropriate action that will help achieve metrics like OTD, Write-Off, DER, and customer complaint.

Ensure timely GRN, PRN, cycle count, FEFO expiry process is followed.

Recruitment, Training, and Logistics

Coordinate with zonal HR to provide optimal staffing.

Coordinate with the training team to ensure the new hire training calendar is up to date.

Attrition and Absenteeism Management

Onboarding/Warning letters, Roistering

Ensure all processes should be followed end to end.

Monitoring live dashboard and resolving any bottlenecks in operations.

• Store Operation – Wooqer, SOP, KPI (Currently Heading 2 Store total 1500 sqft)
• VM Management– Maintaining Store VM for Weekly Changes and Checking Up with Other Region Stores (10 Stores)
• Inventory Management – Managing 6000+ PID under 12 SKU (OTC & Fix), Daily Quick Count, Monthly Detail Count, Inward – Outward Inventory, Logistic Follow-ups
• BSC Score (Store Health- Scored 95%) – Daily action to maintain BSC Score include – 48 hours Calling, Stock take & Handover, NPS – Detractor , Power Skip, QC, Gate pass Closer
• OJT & Training – Recognized as OJT Manager + Trainer to trained New enrolled (Trained 25+ New Staff include Manager, Sales & Optometrist)
• Monthly Budget & Store profitability – Monthly & Quarterly Store P&L& EBITDA Working (Currently – 7% Positive)
• Business Size – Heading 2, Cr Yearly Revenue
• (Last Quarter Ach – 102%)
• Competition Review - Sales, Footfall, Offers
• CX Service – Holding 85% NPS, 0 Staff Behavior Issues, Incremental Conv.
• 35%(Tango)
• Controlling – Store Shrinkage (0.2%), 0 Damage, Reducing Return (Under 5%)
• Team Size – Heading Team of 9 Staff (Sales & Optometrist).

• Process: Simply Marry Times of India