Since March 2019
HEPWORTH (HPME), Dubai, UAE as Logistics & Transportation Manager
Key Result Areas:
Introduced and implemented cost effective 3PL transportation by phasing out 25+ in house aging fleet, cutting down the delivery cost by 20%. Negotiated contract with current outsource OS transportation company from monthly to weekly and daily rates and introduced more OS players to match the price, quality, reliability and service for long term sustainability.
Evaluated, negotiated and shortlisted vendor (Oracle/Infor/MS365/PALMS) for implementing WMS to integrate with the current Oracle ERP system and SAP used within the group companies.
Implemented GPS for own and outsourced (3PL Fleet) to monitor last mile deliveries thus improving ‘On time delivery’ by 12% and reducing fuel cost by 15% by introducing mobile phone/big screen tracking the delivery vans, route planning and by monitoring ideal waiting time.
Replaced the current Transport management system (TMS) provider with a new TMS service provider for enhance quality & service of GPS tracking/monitoring and last mile route planning software.
Improved the space utilization of the three facilities by storing 20% more raw materials (hedged stock) and the details are: RDC – Dubai (27k M2) & two factory yards DIP/AUH and stock rooms in DIP (22k M2), AUH (25k M2) with a team of 72 employees.
Reduced manpower and overtime costs (5%) by re-aligning the shifts, introducing outsource labors to compliment FTE’s for non-skill jobs. Changing the outsource company labor contract to hire from existing monthly to weekly and then daily basis hire as per demand. Outsourcing manpower costs reduced by 15% YoY.
Reduced HSE incidents to ‘zero’ incidents by improving HSE standards in the facilities, daily team huddles, Five ‘S’ for storage in the yard and warehouse, 5 why’s to determine root cause analysis on incidents in the facilities, trainings provided to teams on location recording, near miss reporting, maintaining daily lists for MHE’s, yard fuel storage tank and yard housekeeping/walk thru in different zones.
Trained the WH employees on recording dimensions for inventory, bar coding, location maintenance, daily cycle counting and picking from system location to minimize stock count errors.
Conducting root cause analysis for customer complaint, charge back and inventory discrepancies
MM’18-MM’19 (11 months) Perfetto Trading co. LLC - Exclusive Distributor of ‘Nespresso – (Nestle) Coffee’ Dubai as Logistics & WH Manager
Refurbishing the Delivery fleet to fit for purpose i.e. to accommodate growing Own Boutiques, B2B Trade partner deliveries and B2C – Last mile deliveries to online customers
Introduce multi shifts that helped with same day delivery for Dubai and Sharjah and next day to other emirates which earlier was between 48 ~ 72 HRS delivery post online order receipt
Realigned the existing shift pattern & WH Structure to meet customer order fulfillment same day/next day delivery. Introduced ‘Pick to light’ concept of picking for online customers.
Lead the UAT team and implemented new ERP - MSD365 in the warehouse by introducing location/batch/lot control that was managed thru the traditional manual control. New approach was also through using mobile PDT’s (WIFI Data terminals) or Hand held terminals.
Challenged all the packaging and warehouse delivery costs and drastically brought down the Warehouse cost by getting vendors to supply packaging items one fourth of the existing cost. Reduce overtime by introducing shifts and bringing in the delivery team throughout the day for later same day deliveries.
Negotiated with other service providers and replaced the legacy vehicle leasing company with 25% less cost and better SLA with option of like for like vehicle replacement during servicing/major repairs.
Initiated the discussion on shortlisting vendors on TMS (Transport management system) to optimize the delivery & vehicles monitoring
MM’03-MM’18 (15 Years)
Al Tayer Group, Dubai, UAE as Logistics Operations Manager, Distribution Centre Manager & WH Facility Manager
Key Result Areas:
Lead to set up Riyadh WH (KSA) for the B&M and Digital Omni E-com business for Online E-com deliveries – Nov 2017; Accomplished the project within given timelines of six month period (From May 2017 to Nov 2017)
Lead to set up the Kuwait warehouse operation in Dec 2016 for Bloomingdales department store opening in March 2017. Warehouse designed was to cater to along, with B&M the OMNI Digital (E-com) business in Kuwait – (Aug 2016 to Dec 2016)
Redesigning and process reengineering the Al Quoz WH in Dubai from traditional brick & mortar operation to E-com specific in order to cater the Digital Omni E-com business for M&P, Ounass, GAP INC., August 2016
Setting up new facilities i.e. JAFZA free zone (bonded) WH (7500m2) for retail and wholesale distribution, Al Quoz WH (8500m2) for Omni Channel distribution operation & DIP WH (8500m2) for Furniture & Accessories distribution in the area of warehouse management during all phases of a project from conception to commissioning and later running the operation
Acquiring regulatory approvals, commercial approvals, import licensing & export approvals while heading operations. Involved in stevedoring, clearing & forwarding, transportation, agency, ship stores supplies, import, export, etc. at various ports
Managing procedures of trading including various formalities in shipping, documentation for clearance of consignments and logistics
Managing the export / import operations and maintaining various documents for the same
Corresponding with buyer’s as well as apprising them about the progress of new developments and status of running orders
Highlights:
Part of the retail transformation team to introduce digital e-commerce, click & collect apart from the existing brick and mortar operation
Part of the core group evaluation team of a strategic solution platform between SAP & Oracle for Al Tayer Retail industries.
Lead the WMS CRP (Conference room piloting) & Change management Team for Al Tayer Oracle Retail & WMS implementation project a two-year implementation programme.
Coordinated with cross-functional business teams to develop the best economic strategy for production planning to support customer demand which enhanced operational efficiency
Established and implemented methods and best practices related to the systems and processes, new techniques implemented) that supported inventory forecasting, purchasing, and material control
MM’94-MM’03 (Nine Years) M.H. Al Shaya Group, Kuwait
Growth Path
MM’98-MM’03
M.H. Al Shaya Group, Kuwait as Distributions Operations Manager, Kuwait & Lebanon
MM’95-MM’98 M.H. Al Shaya Group as Assistant Warehouse Manager, Bahrain & Qatar
MM’94-MM95 M.H. Al Shaya Group, Dubai as Warehouse Supervisor
Highlights:
Streamlined warehouse and distribution center daily operation, in Kuwait and Lebanon
Initiated the 3PL – DHL DANZAS & agility relationship management
Assessed budget and operation cost efficiency
Boosted all levels of communication and collaboration between the warehouse, buyers, supply chain inbound/outbound, transport, IT and customer service departments
Enforced a safety regulation at the warehouse
Managed commissioning, planning and setting up of semi-automated ‘Meiko’ speed rail warehouse for hanging garments and flat storage items & assisting KSA Jeddah warehouse with inventory management and cycle count implementation
Developed and implemented new B2B sales strategy to maximize sales and retention of commercial accounts nationwide;
Demonstrated thought leadership in account mining, pre-sales, B2B marketing and managing cross functional teams to deliver successful client engagement model
Gathered market and customer information and provided feedback on buying trends
Identified new markets and business opportunities, tracked sales and sent reports to the Sales Office
Collated market and customer information to support Managers during negotiations on price variations & delivery and finalization of customer specifications
Master of Business Administration (Supply Chain Management) from Griggs University, Maryland, U.S.A.
B.Com. (Accounting) from Bombay University, Mumbai, India
Technical Skills
Diploma in Chartered Institute of Logistics and Transport (CILT) – U.K.
Internal Auditor Trained and Certified for ISO 9001:2015 - QMS; ISO 28000:2014 – Supply Chain SMS; ISO 14001:2015 - EMS; OHSAS 18001:2007; ISO 22301:2012 - BCMS
Group Development Program (GDP) certification program conducted by The Institute of Leadership & Management ILM, UK (Dubai affiliate) to develop & foster Al Tayer group future leaders
Membership
Registered as ‘Chartered Member’ of ‘Chartered Institute of Logistics and Transportation (CILT) UK’ – 2009 to 2014
Trained & Certified Internal Auditor for TAPA (Transport Asset Protected Association) in 2012
Qualified in NEBOSH - HSE (The National Examination Board in Occupational Safety and Health, U.K) – 2013
Implemented and hands on with WMS – Oracle Retail Solutions ERP version 13.2, Oracle ERP systems – ASCP, MSD 365, JD Edwards, Kerridge, Fidelio for F&B, MS Office 2013 Word, Excel & Power point.
Implemented different TMS (Transport management System) – in the last three setups that I worked for by involving from negotiations, CRP, UAT & implementation.
Nationality: India
Languages Known: English, Hindi & Marathi
UAE Address: PO Box 114218, 404 Aarti palace, Al Karama Street Dubai.
No. of Dependents: Wife & Two Children
Driving License: Valid Light Duty Driving License – UAE and held driving Licenses of Kuwait & Bahrain
Address: PO Box 114218,Dubai,UAE. Mobile: +91-97150 5510615 email: ivanrld@yahoo.com
Core Competencies
Logistics
Warehouse
Distribution Management
Export/ import
Customs
Shipping
Inventory
Cost Reduction
Vendor Development
Material Stocking
Liaison & Coordination
Soft Skills
Communicator
Innovator
Collaborator
Team
Innovator
Career Timeline
2003 -2018
Al Tayer Group
Career Timeline
1994-2003
M.H. Al Shaya Group
1994-2003
M.H. Al Shaya Group