Adrian Rebello

A result-oriented professional with over 18 years of experience in SCM, Logistics, Procurement, Warehouse Management
Capabilities in interacting with suppliers for efficient negotiations on price, delivery schedule and other terms & conditions
Proficient in managing the entire gamut of Materials Management activities including monitoring inventory levels, stock operations and liaising with vendors for timely procurement
Resourceful in driving (inbound & outbound) logistics operations which encompasses new route identification, fleet management and negotiating with freight forwarders for timely delivery of the materials required
Spearheaded the Sales & Operations Planning meeting (S&OP) on a weekly basis including the marketing, initiative & production heads
Proficient in managing overall purchase activities through budgeting and planning of funds
Skilled in procuring bulk / project items and executing cost saving techniques/ measures to achieve substantial reduction in expenditures
Effective communicator with honed interpersonal, negotiation & relationship building skills along with robust legal knowledge

Notable Accomplishments Across the Career

Proficiently managed the Production Planning & Raw Material planning of the Paper category (Sanitary Napkins and Baby Diapers) and steered the Healthcare Category (Vicks VapoRub, Vicks Action 500+, Cough Drops and Inhaler)
Contributed towards the Buffer Based Deployment & Production Planning System, which deploys/produces stocks as per the buffers required at the particular Distribution Center/Depot
Acquired high levels of sustainable results through teamwork, collaboration, continuous improvement & integrity and utilized skills to accomplish multiple projects delivering high levels of customer satisfaction
Distinction of achieving 90% OTIF and 87% fill rate
Ensured reduction of
(a) Finished goods inventory holding (for all brands) from 42 days to 16 days, thereby reducing the level of working capital
(b) Distribution cost from 4.48% to 3.1% by introducing PDP (Permanent Dispatch Plan)
(c) Overall logistics cost from 4.5% of sales in Mar 2005 to 3% by Mar 2009
(d) Warehousing cost from 1.8% of sales to 1.2% by incorporating fixed & variable cost
Implemented inventory control systems to avoid situations like over-stocking/out-of-stock causing production & financial losses
Ensured smooth movement of stock/ raw material from the store by taking firm measures
Successfully developed & implemented Inventory Management initiatives to streamline the inventory function
Delivered a cost savings impact of approximately US$ 2.5MM from 2004 to 2008 through supply base rationalization and strategic sourcing efforts within targeted categories
Achieved cost savings of approximately US$ 2MM from 2009 to 2013 through the execution of sourcing, negotiation, and value optimization projects
Competent in handling end-to-end activities related to warehousing, setting up warehousing procedures, SOP, SLA, 3PL contracting, etc.
Single handedly opened a Distribution Centre/Warehouse in Dammam, Saudi Arabia and managed all agreements, purchase and system procedures