Steered efforts towards defining performance metrics for measurement, and benchmarking supply chain factors, warehouse management such as product cost or quality to adequately plan supply chain schedule in advance for busy seasonal periods.

Design and implemented diverse strategies to control supply risk in sourcing functions of the company which includes imports, production management contract manufacturing, inventory, warehousing and distribution of finished goods.
Exercised hands-on approach and effective controls to manage entire process in the planning of procurement and supply chain activities, production management ensuring effectively-functioning processes to avoid costly delays and lost opportunities.

Key Contributions:

Manage activities related to strategic or tactical purchasing, material requirements planning, and negotiation to minimize cost.
Led end to end supply chain of products of PKR 5 Billion annually through a supplier base of 30 domestic/International suppliers.
Strategized transportation routes to maximize economy by combining shipments or consolidating warehousing and distribution.
Reviewed production practices in accordance with new or changing environmental policies, standards, regulations, or laws.

Initiated procedures to build synergies between supply chain management with other functional areas, such as sales, marketing, finance, production, or QA, also analyze inventories to determine increase turns, reduce waste and optimize customer service.

Designed and documented physical supply chain processes, such as workflows, cycle times, position responsibilities, or system flows, also evaluate material handling equipment needs and staffing levels to load, unload, move, or store materials.
Served as a resource in all efforts to evaluate and select information of other technology solutions to improve tracking and reporting of materials or products distribution, storage, or inventory.
Reviewed supply chain practices in accordance with new or changing environmental policies, standards, regulations, or laws.

Key Contribution:

Managed significant challenges associated with the emerging business by increasing inventory accuracy from 60% to 99%.
Performed duties as an analytical overlay to understand requirements and reduce 75% in hand inventory via stock liquidation plan.
Designed or implement plant warehousing strategies for production materials or finished products while reducing lead time/cost.
Devised adequate system for timely, accurate processing and shipping of order and optimized customer satisfaction level.
Developed and organized detailed technical repairing workshop in warehouse and save 10 million of company amount.

Displayed a direct and decisive management style, to eliminate communication gaps and overcome operational hurdles in sales activities to ensure optimum customers receive and quality goods, also implemented policies, goals, and procedures for the department.

Examined products purchased for resale or received for storage to assess the condition; formulated pricing policies for merchandise, according to profitability requirements, checked inventory stock and reorder inventory drops to a specified level.
Plan and coordinate advertising campaigns and sales promotions, and prepare merchandise displays and advertising copy.
Directed employees handling sales, inventory-taking, reconciling cash receipts, performing services for customers. Recruited, trained, and evaluated personnel in sales or marketing establishments, promoted and laid off workers as appropriate.

Key Contribution:

Successfully managed the operations of 07 retail stores (Express Business) with annual turnover of approx. PKR 120 million.
Tapped new verticals to achieve of business sales & profitability targets of 10 Million/month with 12% gross margins.
Managed and carried out the complete pre and post requests of Celeste Home Fashion as a brand, provide retail brand manual which is successfully implemented to smoothen the operations.
Delivery of key initiatives, including leadership role within Strategic Initiatives Program team and cross-functional team guidance in execution of ideas and successfully launched three Celeste Home Fashion flagship stores 
Served as a resource in all efforts to deploy Candela & Inn-House built -in retail software in interior brand running.
Initiated, developed and executed a detailed repairing workshop in warehouse to save the company inventory and saved 3 million.

Spearheaded activities of departments concerned with the production, pricing, sales, or distribution of products, reviewed financials, sales and activity reports, other performance data to measure productivity and to determine areas of cost reduction and program improvement.

Established and implemented policies, goals, objectives, and procedures for their department conferring with board members, organization officials, and staff members as necessary.
Oversaw products offered and merchandising to ensure sales maximization and order delivery accuracy, also reviewed competitive websites in terms of product range, marketing initiative including functionality and customer offerings.
Worked as profit center consisting team of Merchants, Buyers, Category Managers, Supply Chain Team, in coordination with VM’s, ASM’s, RSM’s who works in close coordination to achieve targets efficiently consistent increase in revenue and decreasing costs.
Worked with the Company Directors, CFO AND Retail GM to derive future production and sales plan and its pre and post activities.
Managed Production staff (production departments of Bareeze MAN and Home Expression) preparing work schedules and assigning specific duties.

Key Contribution:

Introduced warehouse Management system in BAREEZE & BMAN, Home Expression to ensure streamlined execution of processes.
Managed and monitored Bareeze Man’s debut show of its western line at the Pakistan Fashion Design Council 2014 Fashion Week.
Managed the complete pre/post requests for Bareeze Man’s participation in the Mercedes Benz Amsterdam Fashion Week 2014.
Launch of Bareeze Man Junior, resulted in a positive impact towards overall productivity of the brand.
Increased inventory turns over and accuracy upto 75%, also planned stock liquidation plan to enhance inventor turnover.
Done detailed analysis on the inventory and shared extensive plan to sell out the piles of inventory stocked in warehouses and shops of bareeze and bareeze man company (reduced 75% of shop and warehouse inventory) helped company to plan much organized season plan with healthy spaces in warehouse and shops
Expertly handled evolving challenges associated with the redesigning of store audit process and stock delivery mechanism along with other measures, which helped in achieving the targeted shrinkage of 0.05%.