Pranesh 611

Assistant Category Manager - Factori.com - Bengaluru

(2026-04)

Managed the end-to-end product lifecycle from fabric sourcing to final dispatch, coordinating with vendors, mills, and manufacturers to ensure consistent quality, cost efficiency, and on-time delivery across all active purchase orders.
Led end-to-end product development activities including fabric selection, sampling, and fit approvals across multiple shirt styles, aligning each stage with buyer specifications while ensuring technical accuracy in GSM, fabric construction, dyeing, and finishing processes.
Drove costing analysis and price negotiations with suppliers to improve profitability, while supporting category planning, assortment strategy, and SKU optimization to build a commercially viable and market-aligned product range.
Monitored order execution, inventory flow, and supply chain coordination from warehouse through dispatch, proactively identifying and resolving bottlenecks to keep production timelines consistently on track.
Identified and onboarded new vendors to expand sourcing capabilities, diversify the supplier base, and reduce single-source dependency across key fabric and trim categories.
Applied category management principles to drive assortment decisions, streamline vendor relationships, and support data-driven buying strategies that balanced margin targets with product quality standards.

Industrial Engineering Intern - Pearl Global Industrial Pvt Limited - Chennai

(2025-06 - 2025-08)

Gained comprehensive hands-on experience across the full garment manufacturing value chain from warehouse receipt and fabric storage through cutting, sewing, finishing, and packing to final dispatch, observing over 50 operational touchpoints across 5 key departments.
Conducted 10 structured time-and-motion studies across sewing and finishing lines, identifying cycle time inefficiencies and recommending corrective actions that improved overall line efficiency by 10–15%.
Mapped end-to-end Material & Information (M&I) Flow from warehouse inbound to dispatch outbound, uncovering 3 critical bottlenecks and enabling smoother cross-departmental production coordination.
Optimized dispatch area manpower through systematic capacity planning and time study analysis — reduced workforce from 40 workers to 35 while maintaining output targets, achieving a 12.5% labor cost efficiency gain.
Implemented a Kaizen process improvement project on the sewing line, resulting in a 10% increase in productivity through elimination of non-value-adding activities.

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