Vijay Singh

Key Metrics (Grocery Operations. Outbound Operations B2B Processing 4.4 lack units.

• Performance monitoring by tracking & analysing KPI's such as IPP, Fill rate,Login hour, Billing % , OTD the areas of improvement & implement corrective actions as needed. Oversee all the DS escalations.
• Optimized supply chain logistics to improve overall efficiency and reduce costs.
• Improved Picking IPP by implementing various Kaizens.
• Implemented Some Ideas into the ongoing process (QC &Billing) to ensure the quality work and Cost reduction.
• Reduced Short excess cases while picking and Billing that impacts customer satisfaction and Business.
• Initiated new culture of Regular Training sessions on ground for 5S/6S and Process keeping organisation standard and policy in mind.
• Handling a team of approx. 450 FTC MP and ensuring their Roster and Time to time R&R to motivate them.

Key Metrics (Grocery Operations.

• Outbound Operations B2C Processing 16k order daily dispatching 2.2 lack units.
• Performance monitoring by tracking & analyzing KPI’s such as IPP, PRTO, Breach and Damage areas of improvement & implement corrective actions as needed.
• Oversee all the XD escalations and vehicle plan & scheduling numbers of the vehicle required to dispatch at XD.
• Managing the storage & put away process to Inventory & ensure optimal stock levels.
• Lead & supervise a team of warehouse personnel( Team Size 400+) involved in the Inbound and Outbound operations.
• Provide direction,Training & support to ensure efficient & safe handling of incoming & outgoing goods.
• Utilized team members to develop ideas for process improvements, Kaizens for floor improvement on timely basis.

Key Metrics( Hyperlocal Dark store Operations)

• Network expansion of Delhi Dark store hubs (18 )Dark stores with cumulative area of 35000 sq. with more than 2500 product range).
• Optimization & Standardization of Stores & launch of new product capabilities
• Achieving Speed,Reliability,Cost,Productivity,Customer experience metrics (0.5% MoM growth)
• Handling Customer Escalation Issue, RCA.
• Monitoring KPI'S RTO,PRTO,BREACH,LOSS

• Handled 35k sq.ft Store with Fresh, food, non food, GM, Apparel.
• Inventory management maintaining 95% fill rate Inventory management maintaining 95% fill rate on food.
• Department, achieving target and share is more than 60% in store sale. Where COP share is more than 35% on food sale which helps achieving better margin.
• Coordinating with category team and replenishment team for improving SKU'sserviceability and to reduce liquidation of material (Expiry removal reduced by 6% in quarterly cycle)
• F&V delivered 5% margin in a year and Live & kitchen delivered 28% margin.

• Joined as Supermarket Team Leader later got

elevated to the position of Supermarket Store Manager

• Lead team of 2 TLs, 18 Team Members and 5 Brand Promoters
• Managed Profit Center Operations of Store of 4500Sqft. with annual business volumes of INR 6 Crores PA which includes: o Food and Grocery General Merchandise o Meat Shop, Fruits and Vegetables.
• Controlled shrinkage by way of developing and executing effective plans which later resulted in profit maximization
• Promoted From TL to Store Manager in 2 year.