Puneet Bhatia

India being one of the most complex structures for retail and distribution, this was one of the most exciting and challenging roles; to establish a unique distribution system in India based on an online platform. Leading this startup gave me hands on experience and gave me an opportunity to explore and exploit the tough conditions of Indian retail market. Director –Operations • 25% stake in the supply chain management startup, helping small retailers in India, serving 980 retail locations • Introduced FBT (Fulfillment by Tastecart) model, connecting wholesale distributors with retailers, creating 40% increase in average ticket size • Achieved the revenue of 0.42 M from 0.25 M in a span of 10 Months through effective sales and operational management strategies

• Led the team of 120 employees managing manufacturing operations with monthly production of 750 MT • Analyzed the historical data; extracted root cause for the longer cycle time; formulated standard operating procedures and reduced the cycle time by 15% • Developed cost saving strategies through continuous improvement initiatives, in collaboration with research and development cell; reduced overall Dyes and Auxiliaries cost by 5 % • Created and Lead the Process Development and Training Cell in collaboration with HR; developed 68 skilled members, converted from unskilled category, thus contributing to the organization’s growth • Managed the compliance section; devised multiple strategies to follow all the aspects of compliance required for external customers; resulting in zero compliance failure continuously for 12 Months

• Lead the team of 230 members including 14 Shift Executives and 2 Assistant Managers, created performance driven culture and achieved the highest ever Employee Retention Rate of 86.5% in 2010-2011 • Spearheaded plant commissioning team for one of the largest home textile plants in India; negotiated with various stakeholders and completed the project 60 days before deadline • Managed overall Production and Operations of Dyeing Department and achieved the Target production of 75 Mt/day with Annual budget of $93 M • Devised multiple check points strategy to improve overall Quality and reduce downgrade generation by 16%; awarded as ‘Best 1Person-1 Project’ across the organization • In order to streamline delivery timings :Implemented Theory of Constraint (viable-vision system), integrated with production Planning and control and improved the delivery timings by 43% • Proposed and redesigned operational standards and metrics by creating synergies between production targets and performance metrics enabling organization to improve target achievement for annual production by 14% • Oversaw Inventory storage and issuance section: Analyzed critical resource constraint in the department; increased production output by 12% by improving process methods and machine utilization within a span of 3 months • Mentored the team of Quality Assurance along with achieving set production targets and established multiple check point systems to ensure right quality products; resulting in reduction of rejection percentage by 22% • Implemented SAP; Integrated whole system of the section with SAP in collaboration with IT team: Achieved the Target deadline date without hampering any performance parameters of department

• Supervised 25-member team; oversaw process management, maintenance scheduling, and cost monitoring • Created spreadsheet based inventory ordering and handling models to meet production requirements and achieved just in time inventory cycle; reduced the overall inventory cost by 18% • Devised and implemented job safety manual as part of compliance, intervention and reporting for health and safety at shop floor; achieved 200 days of zero accidents • Evaluated the dyeing production cycle to extract the root causes for the longer cycle time; formulated standard operating procedures reducing the average cycle time by 15%