Shahrukh Ahmed

Led service and logistics support operations for a global technology client — owning escalations, SLA governance, quality, and team performance end-to-end. 🟢 CUSTOMER SERVICE — Single point of contact for complex L1/L2 escalations across Tech, Product & vendor teams; 95%+ resolved within SLA. Lifted cluster CSAT +5 pts, FCR 85%+, QA +10%; cut repeat contacts 30% and AHT 12% via Six Sigma root-cause programmes. Managed a mixed team of 15+ across the full employee lifecycle; throughput +25%. 🟠 QUALITY — Authored and revised SOPs adopted across all cluster teams; built CX scorecards & daily dashboards (Excel, Power BI) tracking CSAT, FCR, ageing & defect rates; weekly insight reviews drove two policy changes scaled cluster-wide.

Customer service Owned customer-facing service delivery KPIs (on-time %, failure rate, customer satisfaction) — improved order fulfilment rate by 20% and reduced customer-impacting supply gaps through structured demand planning and vendor accountability. Managed escalation resolution and customer complaint handling across multiple facilities — maintained strong client relationships through proactive communication and fast issue resolution. Logistics & transportation Managed 3PL partner relationships and transportation operations — improved fleet utilisation by 25%, reduced procurement cycle costs by $18K annually, and drove structured vendor governance and corrective action frameworks. Optimised distribution routing and fleet management — coordinated peak-readiness planning and demand-driven scheduling to maintain on-time delivery performance across all logistics networks. Supply chain Directed warehousing and inventory KPIs (OOT, UTR, EPH, supply efficiency) — cut holding costs by 30%, reduced excess stock by 15%, and delivered $500K in annual savings through supply chain redesign. Overhauled procurement and vendor management frameworks using predictive analytics — increased storage capacity by 35% and reduced labour costs by 25% through process improvement and stakeholder alignment.

Customer service Served as senior SPOC for customer escalations and service complaints — coordinated resolution across procurement, logistics, and operations teams, maintaining 95%+ SLA adherence and measurably improving customer satisfaction scores. Standardised customer-facing KPI reporting across all regional sites — drove 20% productivity improvement and aligned service delivery standards across MENA/APAC customer teams. Logistics & transportation Redesigned warehouse layouts and transportation networks across 7 fulfilment centres — increased logistics capacity by 45% and reduced labour hours by 30% through Lean process improvement. Oversaw last-mile logistics and 3PL partner performance — conducted structured root cause analysis on delivery deviations, achieving 98% delivery accuracy and cutting transportation holding costs by 15%. Ensured full adherence to MENA/APAC customs, trade regulations, and cross-border logistics compliance standards across multi-country operations. Supply chain Implemented S&OP/IBP frameworks — achieved 98% inventory accuracy and reduced stockouts by 30% through demand-aligned planning cycles and real-time predictive analytics. Developed real-time supply chain dashboards — cut decision delays by 40%, enhanced risk mitigation by 25%, and delivered $600K in operational savings with 20% improvement in service uptime.

Customer service Managed 150+ customer service associates and 5 team managers — built high-accountability culture consistently hitting CSAT, ARR, Re-contact Rate, and SLA targets quarter-on-quarter through structured coaching and performance management. Served as senior escalation owner for complex customer cases — coordinated cross-functionally with Retail, Compliance, Product, and Tech teams to resolve Tier-2 and Tier-3 issues, maintaining 95%+ SLA adherence. Led WBR and QBR reporting to senior leadership — presented customer service performance analyses, root cause assessments, and forward-looking improvement plans. Logistics & transportation Automated logistics processes for 3PL coordination and transport performance monitoring — reduced transportation costs by 18% and cut processing time by 35% through data analytics and workflow redesign. Built cross-border supply chain risk frameworks covering vendor gaps, route disruptions, and external factors — decreased logistics interruptions by 25% across multi-site operations. Supply chain Leveraged SAP MM and SQL for supply chain and inventory management — cut holding costs by 18%, improved fulfilment accuracy by 22%, and reduced supply chain costs by $1M annually. Designed vendor incentive mechanisms for peak supply events — measured supply stability impact and prepared governance data packs for vendor review forums saving $1.2M annually.

Oversaw inventory operations for 15 APAC hubs with extensive SKUs, implementing automated tracking to save $1.2M annually and reduce lost shipments by 25%. Optimized routes and inventory alignment using predictive analytics, cutting handling costs by $300K monthly and improving delivery speed by 10% for enhanced customer experience. Improved inventory accuracy across 10+ warehouses by 18%, owning KPIs for forecast alignment and stock levels via SQL tools and process improvement. Managed $5M supply chain projects focused on efficiency, delivering $500K savings and 30% budget adherence through strategic procurement. Influenced regional stakeholders for standardized processes, enhancing scalability in high-volume e-commerce and minimizing excess stock. Led demand-driven optimizations, driving turnover, reducing holding costs, and supporting consistent KPI achievement in consulting-like advisory roles.

1. Team Leadership: Managed 100+ agents in a high-volume BPO environment, meeting client expectations and KPIs. 2. Process Optimization: Reduced cost per call by 15% and improved revenue by implementing value-added services during customer interactions. 3. Escalation Management: Reduced escalation rates by 10% through enhanced training and better issue resolution strategies. 4. Employee Engagement: Focused on employee engagement, reducing turnover by 10% and improving productivity by 20% through training and empowerment.

a. Developed and executed strategic marketing campaigns to promote abrasive products, driving brand visibility. b. Conducted market research and analysis to identify and capitalize on new sales opportunities. c. Cultivated strong client relationships and delivered exceptional customer support to enhance customer satisfaction. d. Organized industry events and exhibitions, increasing product awareness and engagement. e. Collaborated with cross-functional teams to optimize product offerings and meet market demands. Key Achievements: a. Consistently exceeded sales targets by implementing effective sales strategies tailored to customer needs. b. Gained hands-on experience in the abrasive industry, contributing to the company’s growth during my tenure. c. Strengthened the company’s market position through innovative marketing and sales approaches

I am proud to hold a Bachelor of Business Administration (BBA) degree from Manipal University, Dubai, which I earned in 2012. During my time at this esteemed institution, I specialized in two crucial areas of business education: International Business Management and Mercantile Law. My BBA journey was a transformative experience that equipped me with a solid foundation in business principles and a deep understanding of the complexities of international trade and commerce. The specialized focus on International Business Management broadened my horizons, enabling me to navigate the intricacies of global markets, international trade regulations, and cross-cultural business dynamics. Additionally, my study of Mercantile Law honed my legal acumen and business ethics, providing me with valuable insights into the legal framework that underpins business operations.