Nilesh Bhavsar

Joined FCA / Stellantis Australia as a Sr. Manager - Parts, Inventory & Warehouse to turn around parts & services standards to national dealer network.

Successfully lifting fill rate for parts from 77.6% to 94% within 12 months. Reducing Obsolescence by 51% and fast moving inventory stocking are the highlights of my achievements in short period with Stellantis Australia.

With comprehensive understanding of commercial real estate & legislative law's in Australia and extensive knowledge on building works, contractor management, and contract preparation/administration, currently working on establishing new warehouse building & Training facilities through tendering to ensure Stellantis business success in future.

Joined GWM / HMA as a National Parts Manager to lead and support organization's goal to provide better services to national dealer network for Parts & Accessories. Starting with building a strong team, developing, and mentoring individuals, working with their strengths allowed me to attain much needed improvements in services offered to GWM / HAVAL national dealer network and instill the faith in the brand's future. Improvements in ERP & EPC systems further cemented company's brand value.

Supporting business with IT needs where data engineering can be used to develop business insights for BU heads to help prepare and execute strategies.

Achievements

• Migrated flash-based, model code driven EPC system to web based, VIN driven platform which helped dealer network immensely to search required pats and prepare quotes with ease.
• Prepared strategic parts pricing structure and modelling to increase revenue, sales, and profitability for both HMA and dealers.
• Implemented Data warehousing and Business intelligence to established interactive KPI . . dashboard for Aftersales and other business units.
• Successfully headed tendering process for Warehouse building lease, WMS system, Transport service, locally sourced Genuine Battery, and Genuine Oil & Lube Program.
• Prepared and implemented Parts, Credit Claims and Warranty policies to HMA national dealer network.
• Prepared EV readiness plan to prepare business for launch of new EV vehicle later this year.
• Developed and implemented facilities & Service standards to provide GWM / HMA customers unforgettable experience.
• Working on implementing GDMC platform for improved CRM for GWM brands.

Joined BMW Group Australia in Mulgrave HO as a Parts Administration Manager. Initial focus was to build strong supply chain and establish improved parts supply situation reducing air freight cost. Another KPI was to reduce obsolescence and improve inventory turnover ratio with limiting ICPE impact on GCM and Net profit margins. Successfully improved inventory holdings with better fill rate. Reduced air freight cost and introduced parts scrapping support program for dealer network to maintain healthy inventory at each dealer level.

Implemented SRD program to support dealers for auto replenishment and improved availability.

I have successfully changed over 3PL service provider in both (Melbourne & Sydney) RDC's and carried out RDC expansion project.

Achievements

• Implemented supply chain improvement program SAT (Sea-Air Transport) to attain $3.1 Mill EUR (21%) cost savings in air freight.
• Improved system parameters to enhance stock availability and reduce obsolescence from 8.7% to 3.6%.
• Improved RDC delivery performance and credit claims from 3,660 PPM to 1,310 PPM.
• Prepared strategic parts pricing and singular discount structure which shifted dealer focus from cost saving to customer centric approach.
• Successfully completed RDC expansion from 12,000 Sq Mtr to 20,000 Sq Mtr in Sydney.
• Successfully conducted stock takes and changed over non-performing 3PL service providers in both Melbourne & Sydney RDC's.
• Implemented chemical compliance and EV battery storage in RDC's to AU/NZ standards.

Developed, identified, implemented, and ingrained processes focused on exceeding targets and continuous growth in profitability. Guided and supported process improvements designed to drive productivity and efficiency. Key to role was improving dealer satisfaction and services. Implemented plans to ensure results were in the top quartile when compared to previous operations in collaboration with FORD Australia.

Achievements

• Set up 20,000 Sq Mtr warehouse facility to facilitate separation from FORD Operations.
• Developed and mentored warehouse operations, parts support, and supply chain team to ensure ultimate support and services provided to national dealer network.
• Managed to increase FPA from 74% to 95% post separation from FORD operations.
• Reduced Air Freight from $16 Mil to $ 4.6 Mil in year 2013 with sustainable measures.
• Set up parts advisory group to ensure business strategy is widely accepted and executed by dealer network.
• Set up Genuine Oil & Lube Program to attain revenue goals for Mazda Australia.
• Implemented Wholesale Dealer pricing structure and replenishment system to ensure higher availability and profit for both MAZDA Australia & Dealer network.

Joined MMAL as a Warehouse Operations Manager to lead SAP system implementation and be a change manager in highly unionized workforce. After successful rollout of SAP, I was given opportunity to negotiate EBA agreement with UNION - AMWU on behalf of the organization which was successfully concluded ensuring employee satisfaction and continuation of the operations without any disruptions.

During my time with MMAL, productivity, quality and DISS improved remarkably which was well acknowledged by directors and senior executives.

Achievements

• Exceeded annual KPI's in parts sales, quality, and dealer satisfaction.
• Successfully implemented processes that resulted in greater measure of time and cost efficiency.
• Liaised with MMAL's teams to continually improve upon all aspects of aftersales business. Managed, educated and lead dealership staff to strive toward high levels of customer satisfaction (CSI) and achieve and exceed monthly targets.
• Relocated Adelaide PDC operations within Sydney PDC to reduce inventory and support dealer network with improved services.
• Utilized business insights to educate dealers as to most cost-effective management of parts and accessory inventory levels. Created and implemented parts sales marketing/promotion programs and introduced incentives to meet and surpass monthly targets.