Shippr.
Project Manager
Shippr (Shippr Technologies Pvt. Ltd.) was an early-stage logistics startup providing last-mile delivery for Amazon and Flipkart: eighteen people in the office, 80+ delivery executives, and 370K+ orders a month across Bangalore and Hyderabad. I managed five operations executives, owned the full P&L with audit reconciliation, and served as the primary client contact for Amazon and Flipkart. The role covered internal operations, client communication, team management, and seasonal sales coordination. Through weekly data tracking, I identified damaged and misrouted shipments as the primary cost leak. I redesigned the warehouse layout, introduced shipment tracking across the full cycle, and trained ground staff on cost-of-error awareness. Losses dropped 30% and revenue grew 18% over eight months. The note 370K Shipments and a Problem Nobody Could See covers how I found the cost leak, why the behavior change was harder than the process change, and what this role taught me about making invisible problems visible.
Early-stage logistics, so the job was broad. Most processes didn't exist yet, and every efficiency gain fed straight into whether the company made money.
Build supply chain operations from the ground up. That meant creating processes, writing SOPs, and improving them steadily to turn a chaotic logistics setup into something reliable that could scale.
Damage Rate Reduction Over Time
Standardized handling SOPs and real-time quality monitoring drove a consistent decline in transit damage across all product categories.
Major Initiatives
Process & SOP Development
Designed and implemented standard operating procedures for key supply chain functions (pickup scheduling, route optimization, vendor onboarding, QC). The SOPs brought consistency, so the team could take on more volume without things breaking.
Workflow Streamlining
Analyzed existing operations to identify bottlenecks. Redesigned workflows to eliminate redundant steps and reduce handoff errors. The streamlined processes contributed significantly to the 30% reduction in operational losses.
Financial Operations & Reporting
Ran the financial paperwork and set up regular reporting, so we could see how operations were actually doing and pick what to fix next.
Approach & Methods
Ground-Up Process Building
There were no playbooks, so I started by watching how things actually ran, then wrote processes the team could realistically follow. Every SOP got tested and revised.
Weekly Review Cycles
The revenue and loss numbers came from weekly reviews. Pick something that's leaking money, fix it, check next week whether it worked.
Cross-Functional Coordination
I worked closely with drivers, warehouse staff, customer service, and the tech team, so everyone knew the processes and actually followed them.
Skills Applied
Shippr taught me how to build systems from nothing. I saw how much operational foundations matter, and how small inefficiencies pile up into big losses at scale. The skills I built here, thinking in processes, iterating fast, and working across teams, carried straight into my later growth roles.