Name- Atul Jha

Contact no. - +91-8222831594 Email-

[email protected]
OVERVIEW
Atul has 10+ years of experience as a leader in Management Consulting and in Industry in Operations specializing in areas of business
operations & PnL management, process improvement, 3PL management, warehousing & logistics, supply chain efficiency & cost optimization
EDUCATION
PGP (Strategy & Ops) Indian School Of Business Hyderabad (2018) 3.0/4.0 GRE: 330/340
B. Tech Civil Engineering National Institute Of Technology, Trichy (2013) 8.4/10.0 AIEEE/IIT %tile – 99.6/98.1
PROFESSIONAL EXPERIENCE
RELIANCE RETAIL DGM: SUPPLY CHAIN & OPERATIONS AUG 2022- PRESENT
MILK BASKET: HEAD-BUSINESS OPERATIONS: Ensuring on-time daily delivery of ~2 Lakh orders/day (groceries and FMCG items) by 7AM in 20
cities covering 6 lakh sft. FC area with monthly revenue of INR 120 Cr at Total SCM cost of INR 35 Cost/order (team size: 10+ on-roll, 4500+ off-roll)
Key Account & 3PL manpower/vehicle Relationship/crisis Management: Served as single POC to build and nurture high-trust partnerships with
35+ 3PL partners (manpower #(5000+), last mile vehicle #(700+)) , ensuring alignment with organization’s strategic objectives at optimal cost
 Re- defined & implemented contract SLAs and model type for Full time and Part Time Executives to secure win-win agreements for parties
 Reduced delayed delivery by 1% (1000 orders/day) by tracking KPIs as manpower – rider availability, service levels etc.
o Developed and implemented efficient manpower planning & availability model to ensure high availability and on-time order delivery
 Reduced attrition rate by 15% for 3PL manpower (Full time Executives) pan India by re-structuring and defining incentive models basis
geography, season and competitive benchmarking
Operations Excellence and Digital Transformation: Conceptualized and implemented multiple digital transformation initiatives working back
with product/tech team to improve KPIs in operations across 11 warehouses & 20 retail stores
 Defined & Implemented Standard Operating Procedures (SOPs) to achieve compliance & efficiency for E2E Supply chain processes
 Reduced delivery error rate from 2.2%1.3% by streamlining last mile operations & performance
o Conceptualized & designed Performance Module with product team in app to give essential visibility of key metrics for ground team
 Reduced ordering cycle and DOI for consumables by 30 days by implementation of consumable forecasting and stage wise tracking models
 Implemented an in-app feedback system to gather customer insights, leading to actionable improvements in service delivery
 Conceptualized and implemented 100% FIFO and efficient inventory handling system in Fresh category through inventory automation
Supply Chain Efficiency & Cost Optimization: Prepared & implemented Annual Operating Plan (AOP) for FY 23-24 with path to profitability for
fulfilment hubs across India
 Spearheaded a 33% EBITDA improvement through supply chain efficiency & cost reduction; Reduced monthly SCM cost from INR 25 Cr
(INR 45/Order)  INR 14 Cr (INR 30/order) in 6 months through People-Process-Tech initiatives (Benchmark Cost: INR 50/order)
o Increased manpower efficiency by 15% by planning and resource allocation for different activities in warehousing and logistics
o Optimized delivery operations manpower count by 40% by load balancing and increasing delivery efficiency from 3545 orders/person
o Increased vehicle utilization from 150200 orders/vehicle through last mile network re-design including route & vehicle optimization;
reduced over time and extra km charges by 25% by standardizing processes and implementing digital solutions
o Reduced Last Mile cost for underutilized hubs (utilization<20%) by ~30%: Switched to biker model delivery for 90% orders across hubs
o Conceptualized and executed 80% no-packaging delivery (~1 Lakh daily orders) from tech development to delivery operations
o Conceptualized and implemented last mile module for precision in distance and time data for last mile vehicles deployed across India
Capacity Expansion: Single-handedly led a capacity enhancement project to serve to 6.6L customers per day (increase from 3.6L customers/day),
taking the city presence from 24 to 33 through a targeted marketing plan (basis order penetration %) to increase daily order and avg. order value
o Led end-to-end real estate closure, site designing, site setup and launch of 11 new sites which is total area of ~3L sqft., program managing
execution of all departments (including Operations, Category, Online & Offline Marketing, Procurement, HR & Finance)
NET MEDS: SCM STRATGEY LEAD: Warehouse and Last Mile Cost Optimization and service level improvement for Pharma Vertical
 Realized savings of 0.5M USD by optimizing excess 3PL manpower by 40% by elimination of NVA activities from process
 Multiple cost reduction initiatives on consumables/pkg. materials identified and implemented; realized annual savings of 0.1M USD
 Restructured org. structure & set up a performance team /zone to increase efficiency; realized annual savings of ~0.1M USD
 On-boarded multiple Last Mile partners; Negotiated rate cards by ~10%-15% region wise and re-aligned load allocation logic and volume share
basis EDD performance and cost
ACCENTURE STRATEGY SENIOR CONSULTANT JUN 2021 –AUG 2022
 Led 2 Consultants and 1 Analyst for Localization/sourcing strategy for a global consumer goods (Home Appliances) company
o Set up the process for vendor shortlisting & development; identified value synergies for Contract Manufacturing to be set up in Mexico
o Developed local suppliers closer to target market as part of the localization strategy for plastic, harness, and metals categories
 Realized 20% savings across electronic component categories through parts rationalization for a global electronics company
o Saved 5 % by Piece Price Variance (PPV) analysis for components across business units and benchmarked the prices across geographies
o Part Rationalization: Realized 20% savings in component categories by rationalizing number of printed circuit board (PCB) components
 Led 2 analysts for MRO/Consumables cost reduction/value transformation for 2nd largest integrated global Oil and Gas company
o Identified 200M USD of cost savings in MRO category with multiple initiatives viz. tail spend management, price variance analysis etc.
o Categorized over 3B USD of MRO spend; Analyzed data to identify over 200M USD of MRO cost savings opportunities for Exxon Mobil
DELOITTE CONSULTING SENIOR CONSULTANT DEC 2019 – JUN 2021
 Led a team to reduce overall freight rate by ~10% by improving as-is truck utilization for one of the largest Indian National Oil Company
o Developed pan India Truck requirement tool and zero-based freight rate cost model optimized for cost & service level & achieved overall spend
savings of ~10M USD.
o Studied as-is Truck on-boarding (fleet procurement) and daily order to dispatch process; identified gaps, generated 20+ Transportation
cost reduction ideas worth ~50M USD pan India.
 Identified and implemented opportunities (30+) worth ~INR 25000/vehicle (3%) by product teardown, engineering re-design, competition
benchmarking, and gap analysis of different aggregates for a global commercial vehicle company.
EY CONSULTING CONSULTANT APR 2018 – DEC 2019
 Achieved 20% reduction on direct material spend of ~10M USD for a leading automobile component manufacturing company in Asia
o Conducted spend analysis of consumables, pkg. & bought parts and applied sourcing levers to achieve cost reduction of ~10%
o Conducted make v/s buy analysis of melting of Aluminum ingots, rejected parts; recommended 100% outsourcing & induction heating to
 remove the inserts from rejected part & full utilization of existing tower furnaces; Potential annual savings of 0.5M USD
 Independently worked under the Partner for a Value Chain Cost reduction project in one of the leading EPC companies in India
o Developed zero-based EPCI cost model for installation of offshore Jackets in KSA with enhanced automation level; achieved cost savings of ~
30M USD (10%) on Total Installed Cost for 28 offshore Jackets in Aramco bid with signed off revenue of ~1M USD
BHARAT PETROLEUM ASSISTANT MANAGER AUG 2013 – FEB 2017
Project management and leadership
 Project execution of downstream O&G infrastructure projects leading 100+ workers & supervisors at site, notably Terminal Automation System
at Rewari; Youngest of 15 members in BPCL “Sankalp” Team- Solved ops & execution issues faced by site team pan India
 Awarded as “Best Young Site Engineer” across Pan India Sites for timely project execution with quality and safety