Ratul Saha

Leading central planning and allocation strategy, balancing cost, capacity, and reliability for forward and reverse networks across Express, Surface, and Heavyweight segments.

Built and scaled Marketplace Shipment Consolidation at First Mile from 0–1, handling 1+ Cr monthly shipments at scale • Owned ₹60 Cr P&L, driving unit economics through consolidation-led cost optimization and “Buy More Save More” initiatives • Designed and implemented Drop Point delivery model (inspired by Pinduoduo), improving RTO performance by ~10 pp • Integrated 3PL partners into Meesho’s Console allocation tech stack, achieving ~95% serviceability •Led platform-wide initiatives across speed, RTO, fraud reduction, and packaging-center process optimization •Expanded top-of-funnel opportunity by ~10% of platform orders through OMS, Multi-PC, and consolidation factor improvements •Built and led large, multi-layered teams (1,500+ workforce; 20+ member leadership org) across ops, partners, and execution

Built the Grocery Control Tower from 0–1, owning end-to-end planning, serviceability, cost operations, and execution governance at category scale •Led supply planning to improve fill rate from ~90% to ~97%, reducing underutilization and improving order reliability • Reduced refund TAT by 2 days through tighter planning-execution feedback loops and faster exception resolution • Drove structural shifts to Warehouse-led and JIT operating models, improving serviceability and working-capital efficiency • Reduced supply chain shrinkage from ~5% to ~1.15% via tighter controls, process redesign, and governance mechanisms • Established category-level cost ops and KPI frameworks, improving cost visibility and decision-making across stakeholders • Partnered with product, tech, and ops teams to institutionalize data-driven control tower dashboards and operating rhythms

Worked on large-scale supply chain network design, cost optimization, and strategic transformation engagements across CPG and FMCG clients, delivering measurable bottom-line impact. • Identified ₹40+ Cr supply chain cost savings for a leading CPG player by redesigning supply planning strategy using digital twin models (Coupa Solver), Excel, and Power BI • Optimized raw material sourcing and plant production allocation, unlocking ₹12 Cr savings through network and sourcing matrix redesign • Reduced primary transportation costs by ₹15 Cr by evaluating greenfield plant and warehouse locations • Delivered ₹7 Cr savings via lane-wise transporter and truck-type optimization using demand and product-mix analytics • Achieved ₹6 Cr annual warehouse rental savings by improving space utilization and rationalizing Plant–DC linkages • Led pan-India supply chain network transformation for a global FMCG (snacks & beverages) major - Saved ₹15 Cr p.a. by shifting freight costing from spot markets to dedicated fleets across 35 DCs - Reduced cost-to-serve by ₹6 Cr p.a. by identifying optimal geographies for warehousing and cross-docking • Supported business development and execution for a ₹2 Cr transportation optimization project for a leading water storage solutions company

Customer Relations | Vendor & 3rd Party Program Management * Grew active supplier base by 12% (~ avg 550) by designing an SAP-PM based sourcing analytics tool to optimize bid eligibility in public tenders - Increased average bidder participation by ~30% (~avg 4) by processing past work orders to enhance accuracy in project cost estimation * Created a Vendor Quality Assurance Framework of 45+ performance metrics as data points to introduce objectivity in vendor selection - Saved ₹3Cr+ in landed project costs for 65+ public tenders by screening 200+ bids to implement quality & cost-based selection (QCBS) Government Collaborations: * Curtailed false reimbursement claims at Central Govt. & PSU Offices for vehicle re-registration by investigating as part of a multi-ministerial team - Saved ₹16Cr/yr of public money by devising a solution to curb broker rackets at transport offices (RTO); implemented nationwide by MoRTH in 2022 * Prevented frauds worth ₹5Cr+ by partnering with CBI officials in investigations to identify senior level officers indulged in unethical exercises Firm Building: * Improved tender conversion rate to 95% (1.2x) by hosting 20+ case workshops on industry best practices for key procurement cell employees * Protected plant assets worth ₹22Cr during a disastrous vapor cloud explosion by leading a 13 hrs nonstop emergency firefighting operation

Automation: * Realized revenue growth of ₹9.5Cr/day (1.3x) by enhancing the plant process capability via modernizing plant process control system (PLC) - Increased service level to 98% (~avg 95%) by reducing stock-outs by designing real time demand forecasting & end to end process visibility tools Supply Chain Management: * Improved annual operating profit of the Siliguri plant by ₹24Cr (20% increase) through sequential reduction of plant shutdown requirements - Saved ₹18Cr in potential losses by reducing Type-II errors in oil pilferage detection by fine-tuning sensors of 450+ Km cross-country pipelines - Reduced logistic losses by 50% via automating batch monitoring & creating digital alert system for anomaly detection in product delivery - Minimized breakdown maintenance costs by ~30% (~avg ₹8Cr) by devising IoT enabled predictive analytics tool for plant condition monitoring Process Improvement: * Restrained product failures (2 vs ~avg 6 batches/yr) by lowering operator response time via developing user-friendly controller dashboards - Collaborated with plant operators to translate voice of customer (VOC) to functional requirements (CTQ) for prioritizing features for SCADA * Reduced overtime wages by ₹25 Lakhs+ annually by eliminating redundant employee interventions in product quality control procedures

"Detection of Controlled/Suppressed Emotions" at the natural computing lab of Electronics and communication sciences Unit (ECSU) at Indian Statistical Institute.

- Secured 11th Rank (Engineering) & 21st Rank (Medical) amongst 120K+ candidates in West Bengal Joint Entrance Examination’11 (WBJEE) - Core Member, Sanjog’2013, managed logistics of 10th alumni reunion event of ETCE dept. with 250+ guests and dignitaries