HAMID MUKHTAR MALIK

• Responsible for planning, production, shipping and supplier management for Knitwear, Workwear and FR garments
• Collaborated with own manufacturing for seasonal production planning to maintain adequate product stock and drive sales
• Communicated with raw material vendors regarding inventory needs and negotiated prices to maintain profit margins
• Oversaw and streamlined daily operations of buying department to maximize productivity and revenue
• Performed extensive vendor and supplier research to identify cost-effective options and product availability
• Reviewed proposals, qualified vendors and recommended optimal suppliers
• Tracked inventory shipments and prepared spreadsheets detailing item information

• Responsible for Marketing, Buying, Procurement and Business Development leading a team of 60 based in UK and Pakistan
• Portfolio included 1300+ products, 250 suppliers over chilled, ambient, frozen foods and non-food categories
• Researched and setup World Foods and HHB category for the Export market
• Led company to successful product launches and growth by developing initial product roadmap and go-to-market strategy
• 50 own label products and 60 branded products added to the product offering
• Evaluated suppliers to assess quality, timeliness and compliance of deliveries, maintain tight cost controls and maximize business operational efficiency
• Practiced standard sourcing process of opportunity assessment through supplier on-boarding to achieve goals especially during COVID challenges
• Monitored customer buying trends, market conditions and competitor actions to adjust strategies and achieve sales goals
• Achieved margin growth of 4.5% and increased gross profit by 30.69%.

• Achieved 25% increase in YOY sales through diversification into delivery service and setup an operational structure to support it. Created Delivery Training pack to use in store to deliver unified standards across all delivered branches.
  
• Drove sales by 10% YOY by launching a project to merchandise branch by category, allocating shelf space based on rate of sale, product mix and sales training for the team.
  
• Reduced stock loss by 80% and wastage by 90% in first quarter. This was achieved via tighter controls on ordering and stock management. Also, implemented a trolley check system to ensure stock accuracy.
  
• Recruited and trained 20 employees and implemented a mentoring program to promote positive feedback and engagement.
  
• Devised a strategy to boost branch sales by developing and deepening customer loyalty through incentive programs. This resulted an incremental sales of 35% week on week basis and margin enhancement by 3 %.
  
• Identified and capitalized on community business opportunities with effective networking, identifying and stocking ranges sought by Chinese customers. This resulted in Chinese category sales growth by 200%

Responsible for Business Development, Exports, and Buying

• Targeted virgin areas for new business by email, post, and text message marketing. Based on customer requirements set up bespoke pricing and encourage customers to bulk buy. This resulted in a 10% increase in sales.
• Coached sales assistants in product specifications, sales incentives and selling techniques, significantly increasing customer satisfaction and increase in footfall by 20%
• Attracted new clientele and developed customer relationships by hosting product-focused trade events. This resulted in £1 million turnover during one event.

• Reversed a departmental sales decline trend of -4% to +13% above the store sales increment of 9%. This was the first sales increase for the department in 18 months. Transformed department culture into a dynamic, lateral thinking team by coaching, guiding and empowering the team.
• Reduced waste and markdown by 80% by proactive selling and amending production plans based on sales data and customer buying trends.
• Consistently achieving and maintaining "moment of certainty" and 5* customer service.
• Participated in continuous improvement by generating suggestions, engaging in problem-solving activities to support teamwork.

• Responsible for Inbound and a team of 45 colleagues per shift both permanent and agency staff.
• Focused on improving the quality of goods delivered to customers by giving product packaging and storing feedback to the Operations and Buying Team. This helped reduce stock loss due to damages and overall improvement in customer satisfaction.
• Coached agency staff who had the capability to join as permanent staff thus improving the morale and performance of the team.
• Led warehouse improvement initiatives to advance operational efficiencies and increase revenue. Collaborated with Operations and Engineering Team to deliver a 10% improvement in Productivity

• Depot Turnover in excess of £1 million per week and a team of 80 staff members
• Responsible for Health & Safety, Stock takes, Training & Development, Deliveries, Customer Service, Exports, Shop floor, Wine & Spirits, Buying, Goods in, Business Development and IT
• Lead a project to update the Operational and ERP System manual to standardize the working practice across 60 branches. This involved working closely with Head Office departmental heads and branch managers to understand their individual work processes
• Delivered training sessions for the implementation of these manuals across 60 branches.

• Responsible for Human Resources, Chilled, Frozen Food, Training & Development, Shop floor, Buying, Wine & Spirits, Stocktake, Exports, Checkouts, and Investor In People and IT.
• After being promoted to Deputy Manager took on the extra responsibility of day-to-day trading which included yearly budgeting, sales and profit analysis, promotional activity and planning. Preparing business plans and regular performance analysis.
• The branch sales grew from £17.5 million to £30 million over the 5 year period. Achieved by actively targeting new business categories (bulk and multi-site operators) and growing the delivered operations. The delivery fleet grew from one 3.5 T Van to two 7.5T trucks and 2 3.5 T Vans.
• Introduced and implemented the £1 Lines Stock Storage System to improve and simplify the inventory management of these lines.

• Responsible for Checkouts, Shop floor, Wine & Spirits, Customer Service, Administration, Reception, Training/Development, and IT.
• Lead a project on Stock Shelf Management, range rationalization, operational and labour cost reduction. Reduction in operational costs by 80% resulted in the branch breaking even for the 1st time.
• Scored the highest percentage for my project titled Strategy for Smaller Depots (Dark Stores Setup)
• Lead the Range rationalisation project working closely with Buying, Ordering and Distribution Centre Teams.
• Part of the national team involved in the migration and implementation of the NEW ERP System.

• Relocated to Manchester, trained and worked in a busy and challenging trading branch.
• Assisted established management staff with operational oversight, business development and process improvement strategies.
• Given the responsibility of managing GoodsIn and Cash Office departments.
• Completed training six months before the end of management course