Supply chain management logistics warehouse cold chain management
Resume:
NIRANJAN KULKARNI
Profile Summary
Proactive, highly skilled and dedicate
professional,extremely motivated having
** + yeas of work experience in Auto,
Chemicals, Lubes, FMCG, Food Products,
Health Products, Agriculture – Supply
Chain, Logistics & Warehousing Sector
Sound knowledge & academic success.
Ability to work under pressure.
Demonstrated success in assignments
handled. A quick learner, industrious and
focused on continuous professional
development.
TECHNICAL SKILLS
1.SQL; Visual Basic; SAP; Navision
2.Acquired Skills in MS Office, Win
10, Vista, and Mac OS 8 to 10.
3.Experienced user of computer
software (spreadsheet and
database).
4.Possesses advance knowledge of
Microsoft Excel, Word, and
Powerpoint.
PERSONAL DETAILS
***********@**********.***
https://www.linkedin.com/in/niranja
n-kulkarni-96a8221b
Residential Address
10 ShivSadan
Mogal Lane
Mahim West
Mumbai 400016
CREDENTIALS:
Degree Year
Institution
(India) Specialization University
BE
1987 -
1992
Maharashtra
Institute of
Technology
College of
Engineering Petrochemicals
Pune
University
PGDBM
1992 -
1994
Institute of
Technology &
Management Marketing Autonomous
TRAINING
Dangerous & Hazardous Goods Management (IATA).
Attended training on Best Cost reduction and Performance Management strategies by Mr. David Millington Objective: To Leverage Total Cost to Serve to pinpoint cost reduction opportunities. Training on Management by Objective.
Workshop on Leadership Program.
Training on Presentation and Communication Skills. Workshop on Motivation & Decision-Making Skills.
Various Training and Developmental Program organized internally and Outside from time to time by the organizations worked with.
Presently pursuing Program in Logistics And Supply Chain Managentent from XLRI – Jamshedpur EXPERIENCE
Tenure
Company
name
Designation Reporting to Products/Services
May 2017 – 31st March
2020. ( Break due to
pandemic) Rejoined
October 2021 to March
2023 . Left for better
prospects but was
asked to rejoin May
2023 to April 2025
Fortune
Gourmet
Specialities
Pvt Ltd
Manager
Logistics (Audit
& Operations)
Finance Head
(SCM) -Mr
Jignesh Vora
Food Products (Cold
Chain)
Aug 2016 – April
2017
Hazel
Mercantile
Ltd
General
Manager
logistics
Vice President
-Operations
(Mr. Gilbert
Dilima)
Chemicals (Liquid, Dry,
Gaseous)
Oct 2012 – Aug 2016 ABR Pvt Ltd
DGM Supply
Chain
Director (Mr.
Ajay Agarwal)
Third Party Logistics
(FMCG, Auto,
Chemicals, Agriculture
etc)
Mar 2009 - Sept
2012
ICC Pvt Ltd
Regional
Manager –
Operations
Vice
President(Mr.
Chandrasekhar
an)
Air Logistics (Including
Imports, Exports,
Customs Clearance and
Order Fulfillment)
Dec 2007 – Aug 2008
Bisleri
International
Pvt Ltd
Manager –
Logistics
Director (Mrs
Anjana Ghosh)
Packaged Mineral
Water
May 2003 – Nov
2007
ACC Ltd
Logistic In
charge
Regional Head
North–
Logistics (Mr.
Rajesh Seth)
Cement
Jun 1994 - Apr 2003
Rajpurohit
GMP India
Ltd
Sr. Manager -
Supply Chain
(Office-
Automation)
Director (Mr.
Jagdish
Rajpurohit)
Import and Distribution
of Reprographic
Systems, Spares and
Consumables from
South Korea
Work Experience
Job Profile: Fortune Gourmet Specialities Pvt Ltd (Frozen and Chilled Foods) – Manager Logistics ( Audit & Operations) May 2017 to April 2025 ( With few breaks in between)
Handling operations of 7 Cold Chain Warehouses in India For a comprehensive overview of my responsibilities and accomplishments at Fortune Gourmet, please refer to the detailed note attached to my resume
Profile at HML Ltd (Import, Storage Chemicals Hazmat & Import Clearance) – Gen Manager Logistics Aug 2016 – April 2017 Import Procurement and Logistics
Handling Complete cycle of Bulk & Container (500 Containers per month) movement of Liquid, Dry and Gaseous Chemicals by Sea.
Handling a team of 40+ people (Import Clearance, Inbound Logistics, Outbound logistics, Inventory Planning, Billing).
Day to Day Monitoring of Stock position of various products in Storage Tank Terminals optimally reducing cost.
Successfully Implemented DPD deliveries (Direct Port Deliveries) with close coordination with NSICT Terminals, NSIGT Terminals, JNPCT, APM Terminals.
Negotiation with various CFS operators and other logistics partners from time to time for improving overall logistics performance.
Controlling cash flow requirement for purchasing licenses for imports.
Liaoning with senior Customs Official at JNPCT (Jawahar Nehru Port Container Terminal) from time to time.
Inventory management including Physical Verification for liquid chemicals (Hazardous Non-Hazardous), Dry Chemicals.
Physical Verification of Goods once Discharge of vessel takes place (especially) for Liquid Chemicals and to keep a tab on discharge loss.
Physical verification of Liquid chemicals and Dry Chemicals against Book Stock at Storage Locations.
Resolving pending Delivery Orders
Ensuring prompt Factory De-stuff (either at Kandla Tank Terminal (Aegis), Bhiwandi and Tank Terminal (Aegis) at Sion and prompt GRNs are done.
Overall inventory reconciliation against Sales, Sales Returns, Import Receipts, Local Receipts with closing book stock. Current Job Profile at ABR Pvt Ltd– Dy General Manager Supply Chain Oct 2012 – Aug 2016
(Handling a Fleet of 200 transport vehicles & 35 Warehouses in India) ERP (Software) Maintenance
All Inward Receipts (from internal stock transfers from other stores located in other cities) are accounted with zero variation in Main Location. All Open Sales orders and Transfer orders are closed (for orders more than 25 days from the date of SO or PO). Eway Bill Numbers are promptly entered as per the slabs prescribed. All Products issued as samples should have complete document flow in ERP. All acknowledged invoices (from customers) are uploaded in ERP. Sales returns are documented the same day in ERP with correct Sales Return Documents. Monitoring of Credit Notes and ways to reduce. Maintain Daily Sales Inventory of 25 days to n days of inventory for various customer/product composition at all times across Warehouses nationally (35 warehouses).
Fill Rate to be maintained @ 97% +
Processing of Sales Order - Maintain OTD of 95 % + for next day deliveries otif to be above 97%+
Primary Fill Rates:
Monitoring fill rates from Mother warehouse to individual warehouses -- as per items. Workout alternative Fulfillments in Case of Prolonged Customs Clearance for Interim Planning. If items ordered are not available and are under customs clearance neither are they available in import vessel accordingly effect stock transfer from warehouse locations.
Secondary Fill Rates:
Monitoring Fill rates from Individual Warehouses to Retail and Horeca customers Maintaining a fill rate in both above cases of 97% Liquidation of slow moving inventory using proper communication channels and coordination with National Sales Heads Monitoring inventory at individual Retail stores ( National Retail Chains / Local Retail Chains) Product Returns /Credit returns/Ledger Postings:
Minimizing Product Returns from Retail Stores and Credit Notes (on account of EAN Code mismatch, Incorrect Purchase Order number etc). Quick resolution for Customer complaints.
Wrong billing rectification
Ensuring Product Returns or Credit Notes are having Proper and Valid Reasons from Sales/Marketing along with approvals. Putting in place a Proper Approval System for Product Returns and Credit Notes with clearly defined SOPs. Inventory Management:
Minimum of 20 cycle counts to be undertaken during the month Maintaining Inventory accuracy more than 90% Sales & Operations Sales-able, Non – Saleable Stock segregation.
Physical counts of Food products falling under -22 deg centigrade and at Zero degree centigrade (Chilled Food Products) and reconciliation with book stocks.
Variance Solving for Differences between Outward and at GRN Level. Ensure shortest lead time between GRN-RETAILSHELF and with 100% accuracy Profile at ICC Pvt Ltd ( 7 Multi location Service Hubs in India) – Regional Manager Mar 2009 - Sept 2012
Acting as Single Point of Contact and handling 14 warehouses in India ensuring New Supply Chain projects are implemented and Improvement projects are implemented. Shipments moved from USA to INDIA and Within INDIA by Air Route
Improvement in OTIF from 65% to 97%
Bringing down Average Days Late from 10 days to 2/3 Days
Reduction in Return Rate from 25% to just 5% (Shipment Damage or Shipment Error – Wrong Physical Product and Wrong Manifest)
Integrating New High-Quality International vendors like DHL, Blue Dart for Last Mile Deliveries.
100% Co-relation with Invoice-Manifest and Physical Product thus ensuring 100% picking accuracy. LOADING MANIFEST (IN USA) UNLOADING MANIFEST (IN INDIA) INVOICE DELIVERY RUN SHEET(DRS) LAST MILE DELIVERY IN INDIA
Miscellaneous:
Handling Proposals & Contracts Design, Negotiations & Execution.
Handling Materials Management across 14 service points in India.
Identifying & Developing International Routes.
Co-coordinating for International Alliances with foreign Partners Like Cathay Pacific (Linex/GSA), Go Logistics (Germany).
Recruitment and Training for Operations Staff from time to time.
Close Liasoning with e commerce giants such as eBay, Amazon, Home Shop 18 for last mile order fulfillment from USA and China to India.
Liasoning with Customs Department from time to time. Profile at Bisleri International (Handling a fleet of 250+ vehicles on daily basis, Dispatch and Warehousing) Manager Logistics Dec 2007
– Aug 2008
Successfully introduced 2 New Organized Third-Party Logistics Providers (Transporters) in spite of rigorous opposition from Union leaders.
Successfully introduced palletization and pallet movement of 20 Litre Water Jars resulting in drop in Transportation cost by 25%. This was achieved by customization of 10 Tone 10-wheel vehicle.
Achieved 100% drop in fuel theft by introducing suitable devices in Vehicle fuel tanks. Saving of 8% on account of Diesel fuel theft. Fuels contributing to 31% of total fleet’s operational cost.
Identified and implemented various Cost Reduction Initiatives Per Case of Packaged Mineral Water Transported.
Managing and structurally improving all critical Service issues related with supplier capacity planning, supplier delivery performance, regional launches, stock out situations, stock levels, lead times etc.
Day to Day Monitoring of 35 (self-owned) Vehicle Upkeep and loading of Vehicles for Route Distribution of Packaged Mineral Water.
Day to Monitoring of Opening Stock, Closing Stock & Stock Reconciliation of 200+ Mobile Dispatch Points.
Preparation of various excel templates for dispatch optimization and for optimizing Inventory Turns.
Increasing uptime of Self vehicles from 41% to 90%. Profile at Associated Cement Cos., Ltd (Handling 14 Cement Warehouses And Plant Logistics) Logistics Incharge May 2003 – Nov 2007 Successfully handled:
15 Cement Warehouses in Madhya Pradesh,
5 Cement Warehouses in Chhattisgarh and
One Cement Distribution Hub Catering to 45 Destinations in the State of Maharashtra.
Reduction in Total Delivered Cost of Cement in Phases, Phase I from Rs 510/PMT to Rs 476/PMT and From Rs 476/PMT to Rs 350/PMT.
Successfully maintained a Freight Bill accuracy Ratio of 98% month after month.
Increasing ITO Cycles from 7 to 18 for A Class Cement Warehouses and for others from 2 to 6. (Low ITO increases warehousing Cost).
Successfully handled large volume Cement Distributors, Dealers etc.
Started 4 Cement Warehouses with long term sustainability.
Regularized and Trimming of Freight Master from 150 Destinations to just 45 Destinations.
Ensuring 100% OTIF.
Other Skills: Liasoning with Excise Commissioners, Sales Tax Commissioners as per requirement. Profile at RGMP Ltd (Logistics, Warehousing, Office Equipment & Spares ) Sr Manager Supply Chain Jun 1994 - Apr 2003
Successfully handled Company’s overall service delivery covering Warehousing, Inventory Management, Transportation, Logistics, Order Fulfillment, and Customer Service.
Reduction in Un Managed Spending from 15% to 6%.
SKU rationalization for 1500 SKUs relating to electronic equipment’s, electronic spares and consumables (motors, Lamps, Rollers, Lamination Pouches).
Bringing down Days Inventory from 60 Days to 15 Days through regular meetings with Sales/Marketing and Service Teams
Procurement of Reprographic Equipment’s (Document Laminating Systems) and related products from South Korea. Customs Clearance.
Ensuring products imported and distributed in India satisfy all statutory requirements and government rules/regulations.
Reduction in Open Order percentages from 45% to 18%. xxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxx
What did I do at fortune
Sops for (process for food product movement from unloading port) Cold Chain Import & Receiving Controls
SOP – Factory Destuffing of Import Containers:
Developed and implemented SOP for the controlled unloading of reefer import containers at the factory. Ensured sequence-wise unloading of frozen and chilled products to maintain temperature integrity. Incorporated checks for packaging damage, product condition, and stacking protocols during destuffing. Damage Reporting at Time of Unloading:
Established a real-time damage reporting process during factory destuff. Captured visual records, temperature deviations, and packaging damage to support claim management with suppliers or insurers.
Enabled timely segregation and reporting in ERP for damaged stock with batch-specific tracking. SOP – Reading and Interpreting Temperature Data Loggers: Standardised the retrieval and analysis of digital temperature loggers installed inside reefer import containers to maintain cold chain compliance.
Trained warehouse teams to accurately assess duration, frequency, and severity of temperature excursions against product-specific thresholds.
Integrated logger data into release protocols, audit documentation, and supplier accountability processes, enhancing quality control and traceability.
SOP – Goods Receipt Process (Bond to Ex-Bond/Duty Paid Transfers): Controlled and monitored the movement of goods from bonded warehouses to ex-bond/duty-paid status, ensuring seamless integration of customs clearance with ERP system entries. Maintained accurate segregation and traceability of duty-paid versus bonded inventory, ensuring full compliance with excise and import documentation requirements. Enabled real-time inventory visibility and regulatory adherence through systematic recording and reporting. SOP – International and Local Supplier Invoice Verification vs Physical Receipts Implemented a comprehensive verification process to reconcile supplier invoices with physical receipts of frozen and chilled products.
Ensured accuracy by cross-checking quantities, weights, product condition, and temperature compliance for over 250 SKUs.
Documented discrepancies meticulously to provide evidence for insurance claims and supplier accountability, safeguarding company interests.
Facilitated timely reporting and resolution of variances, improving invoice accuracy and minimizing payment delays.
Reconciled quantity, gross/net weight, packaging condition, and storage temperature across 250+ chilled and frozen SKUs.
Facilitated real-time discrepancy reporting and correction within ERP, reducing GRN vs invoice mismatch incidents.
Sops for (process for food product movement from master warehouse (cold chain) to 8 cold chain warehouses at 8 locations in India).
SOP - Weighing scale Calibration and weighing scale Stamping for all locations including to make or not to make load cell replacement.
SOP - Calibration of all temperature measuring devices: such as sensors data loggers contact thermometers and contactless thermometers (through an accredited NABL lab) at all 8 cold chain warehouses
Demand & Distribution Planning for 8 Cold Chain Warehouses: Led demand planning for the master warehouse and 8 regional cold chain warehouses, aligning dispatch schedules with Daily Average Sales (DAS) in kgs—item-wise per warehouse, inventory on hand (IOH), transit lead times, and storage capacity.
Coordinated bulk reefer vehicle planning for dispatches, optimizing load based on weight, volume, and PTPKM metrics with third-party transport contractors. Oversaw pick list confirmations from all 8 cold chain locations to ensure accurate and timely order fulfillment.
SOP – Receipts Verification at 8 Cold Chain Warehouses: Verified physical receipts against ERP entries and Stock Transfer Invoices (STI) at all 8 cold chain warehouses, ensuring item-wise accuracy per transfer documentation. Removed container locks at the master warehouse, documented stock condition with photographs before unloading and after rear door opening to ensure integrity. Reported any short or excess receipts promptly to the master warehouse, keeping Head Office Supply Chain informed for transparency.
Master warehouse coordinated resolution of discrepancies by passing necessary ERP adjustments in close collaboration with all 8 warehouse locations, ensuring resolution within a 48-hour turnaround time (TAT). Establishing clear governance, performance monitoring, and risk mitigation procedures for managing palletized frozen and chilled product storage with 3PL providers Snowman Logistics Coldman Logistics and others
Covering 450 pallets bonded and ex-bonded zones, including fixed and variable pallet allocation for frozen and chilled goods
3PL Governance:
Stakeholder Responsibility
In-house Supply Chain Team Overall governance, KPI monitoring, coordination, ERP integration, and
compliance oversight.
3PL Operations Team Daily handling of pallets, temperature maintenance, stock accuracy, and
adherence to SOPs.
Quality Assurance (QA) Conduct regular audits, ensure food safety compliance, and report
deviations.
Finance Validate billing, approve freight and
storage charges, and process credit
notes.
KPI data reviewed in monthly governance meetings with 3PL partners. Root cause analysis for deviations and CAPA (Corrective and Preventive Action) plans documented. KPI Target Measurement
Frequency
Responsible
person
Inventory
Accuracy Rate
> 99.5% Monthly niranjan
Temperature
Compliance
100% compliance Daily niranjan and 3PL
Compliance
100% compliance Daily niranjan and 3PL
Order Fulfillment
Time
95% within TAT Weekly niranjan and 3PL
OpeX
Pallet Utilization
Rate
> 85% efficient
use
Quarterly niranjan
Damage Rate < 0.5% of
inventory
Monthly niranjan and 3PL
Operations
Audit Compliance
Score
> 95% Quarterly niranjan
andSupply Chain
Compliance & Audit:
Scheduled quarterly audits by SCM and external third-party auditors(once in a year) Documentation of audit findings, non-conformities, and CAPA follow-ups. Ensure compliance with regulatory requirements for bonded warehouses, food safety (FSSAI), and cold chain standards.
Incident Management
Incident reporting protocol for any stock discrepancies, damage, or temperature excursions. Training & Documentation
Mandatory induction and periodic refresher training for 3PL staff on SOPs, food safety, and security. Review & Continuous Improvement
Governance framework reviewed annually or as needed based on operational changes or audit outcomes. Incorporate stakeholder feedback
Governance Framework Checklist
Activity Frequency Responsible Status (Y/N)
KPI Data
Collection &
Review
Monthly Supply Chain
Quarterly
Compliance &
Safety Audits
Quarterly SCM
Temperature Data
Review & Incident
Escalation
Daily 3PL Operations
Pallet Physical
Stock Verification
Monthly 3PL & In-house
Staff Training &
SOP Refresher
Biannual HR / SCM
Incident Report
Documentation
As occurs 3PL & Supply
Chain
SLA Performance
Review & Updates
Biannual Supply Chain
SOP – Product Label Verification Across 8 Cold Chain Warehouses: Conducted thorough checks of product labels at all 8 cold chain locations, ensuring compliance with regulatory and company standards.
Verified presence and accuracy of FSSAI license number, Nutrient Chart, Ingredient List, MRP, Gross Weight, Net Weight, Importer’s Name, and Address on all items and retail items for both frozen and chilled foods
Maintained label compliance to meet food safety regulations and support traceability for audit readiness. Risks Mitigated: Prevented regulatory non-compliance penalties, avoided product recalls due to mislabeling, minimised risk of customer dissatisfaction or legal action from inaccurate or missing product information. SOP – Movement of Food Products to Food Processors (Forward & Backward for Hard Cheese Grating): Managed the forward movement of raw hard cheese to food processors and the backward movement of grated finished products, ensuring accurate tracking throughout the process. Conducted detailed conversion reconciliation comparing quantity (in kgs) of raw cheese supplied with quantity of finished grated product received to maintain inventory accuracy. Maintained documentation and communication with processors to promptly address discrepancies. Risks Mitigated: Prevented inventory shrinkage and financial loss due to inaccurate conversion tracking, reduced risk of supply chain disruptions, ensured compliance with quality standards, and safeguarded product traceability.
SOP – Slow Moving and Non-Moving Products Liquidation at 8 Cold Chain Locations: Established defined time frames and processes for clearance, minimizing waste and optimizing inventory turnover.
OPEX
Facilitated cross-functional collaboration between sales, marketing, and warehouse teams to ensure timely liquidation of slow-moving and non-moving stock across 8 cold chain locations, reducing waste and optimizing inventory turnover before product expiry. SOP – Damaged Products Processing at 8 Cold Storage Locations Developed and implemented a strict food product disposal process to prevent any unauthorized commercial use of damaged goods, thereby mitigating legal and reputational risks. Reduced damaged inventory from 1000 kgs to 10 kgs through effective processing and controls, resulting in significant bottom-line improvement.
OPEX
Developed and implemented stringent disposal SOPs for damaged products to prevent unauthorized commercial use, significantly reducing damaged inventory from 1000 kgs to 10 kgs. This initiative improved compliance with food safety regulations, minimized legal risks, and enhanced the company’s bottom line. SOP- Handling of frozen Bakery products Croissants (veg and non veg) stock transfer and all B2C customers (Bridor)
Developed and implemented an end-to-end SOP for G/L and Non-G/L Credit Note Processing for over 1800 B2B customers across 8 cold chain warehouse locations. Ensured defined TAT-based workflows, integrating sales, warehouse, and finance teams to handle claims related to pricing discrepancies, tax errors, stock shortages, and product damages. Standardized supporting documentation checks (POD, photos, return notes) and streamlined approval matrix based on credit note value thresholds.
Achieved >95% credit note closure within 3 working days, improving customer satisfaction and financial compliance.
Integrated credit note controls within the ERP system, enabling audit trail tracking and monthly MIS reporting for management review.
SOP- Freight bill checking for third party reefer transportation and approvals Freight bill checking for third party cargo services (train and road) SOP- Stock adjustment entries in ERP systems approvals for 8 cold chain warehouse locations. SOP- Daily Inventory stock count for all 8 cold chain warehouse locations. New Cold Chain Warehouse Setup
Ahmedabad(12 Metric Tones), Mapusa-Goa (15 Metric Tones) Successfully augmented Fortune Gourmet Specialities’ national cold chain footprint by establishing two new cold storage warehouses to serve high-demand zones more efficiently while ensuring compliance with food safety regulations, faster customer service, and optimized logistics cost. Location Identification & Feasibility Study:
Conducted in-depth geo-mapping and demand analysis to identify strategic warehouse locations near high- volume customers and distribution clusters.
Evaluated proximity to national/state highways, ease of reefer truck access, and availability of utility infrastructure (electricity, water, internet) as primary site feasibility criteria. Carried out cost-benefit analysis comparing greenfield development vs. brownfield (ready-to-rent) options, considering long-term lease value and customization scope. Successfully expanded geographical footprint by planning and commissioning new cold storage capacities across multiple locations
Collaborated closely with sales and planning teams to forecast storage needs based on monthly volume movement (kgs and cubic meters), SKU temperature requirements (-20 C frozen, 0–4 C chilled), and seasonal demand fluctuations.
Designed warehouse layouts including cold rooms, racking, dock planning, staging, and material flow to optimize operational efficiency and FIFO compliance. Conducted detailed heat load calculations accounting for product load, door openings, and ambient conditions; specified refrigeration tonnage, insulation, compressors, and PU panels. Partnered with OEMs such as Voltas, Rinac, Icemake, and Blue Star to finalize cost-effective, energy- efficient refrigeration and temperature monitoring systems. Led end-to-end CAPEX procurement process: developed BOQs, technical specs, managed RFQs, evaluated vendors, negotiated costs, and prioritized reuse of dismantled refrigeration equipment to reduce CAPEX and promote sustainability.
Supervised installation, commissioning, and trial runs; created SOPs and conducted training for smooth operational handover, ensuring validated temperature control and ERP integration. Achieved successful commissioning and operational handover within timelines and budgets, supporting business growth and customer service excellence.
Location Capacity Description
Ahmedabad, Gujarat 10 tonnes Commissioned cold
room with zero new
CAPEX; fully handed
over to operations
Caraswada, Mapusa,
North Goa
12 tonnes Commissioned and
handed over combined
frozen and chilled cold
room
Cochin, Kerala 5 tonnes Commissioned and
operationalized cold
room
Guwahati, Assam 5 tonnes Commissioned and
operationalized cold
room
Kolkata, West Bengal 5 tonnes Commissioned and
operationalized cold
room
Pune, Maharashtra 5 tonnes Commissioned and
operationalized cold
room
Successfully spearheaded incremental capacity
Led incremental capacity expansion of existing cold chain warehouses within the same city by analyzing forecasted volume (kg and cubic capacity), demand patterns, and customer proximity for frozen and chilled SKUs.
Managed site selection ensuring operational feasibility, including access for large reefer trucks, efficient unloading bays, smooth traffic flow, and compliance with local regulatory requirements. Directed dismantling and transfer of reusable CAPEX equipment and oversaw procurement, installation, and commissioning of refrigeration systems (RPU, cold rooms, racking) in collaboration with vendors such as Voltas, Rinac, Icemake, and Blue Star.
Performed heat load calculations and partnered with OEMs to finalize specifications for refrigeration and insulation infrastructure, optimizing energy efficiency and temperature stability. Achieved Capex reduction by maximizing reuse of recyclable refrigeration equipment without compromising operational standards.
Successfully commissioned and handed over expanded facilities to local operations teams, ensuring uninterrupted operations and maintaining business continuity without negative impact on the bottom line. Location Capacity Before
Expansion
(Tonnes)
Capacity After
Expansion
(Tonnes)
Product Type
Marol - Andheri 18 67 Frozen & Chilled
Combined
Balkampeth -
Hyderabad
10 27 Frozen & Chilled
Combined
Sodala - Jaipur 12 25 Frozen & Chilled
Combined
Madgaon - South
Goa
8 17 Frozen & Chilled
Combined
Whitefield Road -
Bangalore
28 56 Frozen & Chilled
Combined
successfully handled ISO 22000 2018 certification audit and surveillance audits across all 8 cold chain warehouse locations and successfully handled third party audits from various B2B customers resolving non conformities (NC) observed during audits and providing CAPA plan at all locations Key Responsibilities and Achievements:
Implemented and maintained HACCP-compliant processes across 8 cold chain warehouses, handling 250+ SKUs of frozen and chilled imported food products. Identified and monitored Critical Control Points (CCPs) including container de-stuffing, bonded warehouse transfers, and warehouse-to-warehouse movement; ensured compliance with temperature and hygiene standards.
Enforced critical limits for frozen ( -18 C) and chilled (0–4 C) products, using NABL-certified data loggers, thermometers, and sensor-based monitoring.
Conducted daily temperature and stock monitoring, product labeling checks, and compliance validation; ensured traceability and audit-readiness.
Led Corrective and Preventive Actions (CAPA) for non-conformities in goods receipt, damaged inventory, and labeling discrepancies.
Drove third-party and internal audit preparedness, successfully achieving and maintaining ISO 22000:2018 certification across all 8 cold chain locations.
Conducted TACCP (Threat Assessment) and VACCP (Vulnerability Assessment) evaluations to mitigate risks of food fraud, tampering, and mislabeling in the supply chain. Implemented security protocols including supplier risk vetting, product authenticity checks, and packaging integrity audits as part of TACCP/VACCP framework. Maintained full compliance with state-wise food safety and legal regulations, including FSSAI,
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