8+ Years
Professional experience
Courier · Logistics · Operations
Operations Leadership · Logistics · Improvement
Operational excellence starts with stronger teams.
I'm Md Shahin Alam, a Supply Chain & Operations Professional focused on improving courier operations through people leadership, clear processes, performance monitoring, and continuous improvement.
High-volume operations · Cross-functional leadership · KPI-driven improvement
Professional PortfolioDhaka, Bangladesh · Global outlook
People · Process · PerformanceA practical approach to operational excellence
190+
Team members in leadership scope
Current role, per resume
50,000+
Parcels handled daily
Current operational scale, per resume
220,000+
Parcels processed daily
Previous experience at Pathao
Experience figures are based on the supplied resume; they are not live operational metrics.
Results at Carrybee Express
Faster, more accurate, cheaper to run.
Process redesign, semi-automation and tighter item control across 11 operational functions and 190+ staff.
40%
Lower turnaround timePTN process, 2-click gate pass, auto-assigned return validation98%
Fewer errorsCCTV-verified baskets, floor taping, name plates, handling guidelines15%
Lower operating costManpower optimisation and an Order Management System appProfessional profile
Engineering thinking. Operations leadership. Continuous improvement.
A career shaped by hands-on logistics experience, technical problem-solving, team development, and a focus on making complex workflows more reliable.
With 8+ years of experience across courier operations, e-commerce logistics, last-mile delivery, and industrial engineering, I work across the people, process, and performance dimensions of operations.
My experience includes leading cross-functional teams, supporting high-volume parcel movement, strengthening SOP compliance, monitoring operational gaps, and applying Lean principles to process improvement.
My approach is practical: establish clear ownership, understand the data, identify root causes, develop team capability, and review results consistently. The goal is sustainable operational performance—not just attractive numbers on a dashboard.
Team LeadershipCourier OperationsLean methodologiesKPI MonitoringInventory ControlSLA/SOP Compliance
Operational coverage
11 core teams. One unified operational vision.
A proposed team-monitoring and improvement framework for clearer ownership, measurable KPIs, stronger coordination, and better day-to-day operational control. KPIs shown are recommended indicators based on typical responsibilities, not verified measurements from any employer.
TEAM 01
Sort Operation
Monitor parcel sorting, destination accuracy, throughput, and dispatch readiness.
KPIs, bottleneck & outcome
Track parcels sorted per hour, pending parcels, missort rate, and dispatch readiness. Standardize sorting procedures and review recurring errors to improve speed and accuracy.
- Recommended KPIs
- Parcels sorted/hour · Sorting accuracy · Missort rate · Pending parcels · Dispatch readiness
- Common bottleneck
- Missorts and peak-hour pile-ups
- Expected outcome
- More accurate, faster, predictable dispatch
TEAM 02
Central Inbound Operation
Strengthen receiving, scanning, verification, and inbound processing control.
KPIs, bottleneck & outcome
Review inbound processing time, receiving accuracy, scan compliance, and pending volume. Improve handovers and clarify exception ownership.
- Recommended KPIs
- Inbound processing time · Scan compliance · Receiving accuracy · Pending inbound
- Common bottleneck
- Scan gaps and receiving discrepancies
- Expected outcome
- Faster inbound and better scan visibility
TEAM 03
Central Investigation & Reconciliation
Improve discrepancy investigation, parcel tracing, and reconciliation accuracy.
KPIs, bottleneck & outcome
Track open cases, case age, closure rate, average resolution time, and reconciliation accuracy. Use root-cause categories to reduce repeat discrepancies.
- Recommended KPIs
- Investigation backlog · Reconciliation accuracy · Case closure rate · Aging cases
- Common bottleneck
- Aging cases and unclear ownership
- Expected outcome
- Faster investigations, better traceability
TEAM 04
Data Entry Operation
Maintain accurate shipment records, system updates, and operational documentation.
KPIs, bottleneck & outcome
Monitor records processed, correction rate, pending entries, and first-pass accuracy. Use validation rules and clear work instructions to reduce avoidable errors.
- Recommended KPIs
- Entry accuracy · Records/hour · Correction rate · First-pass accuracy
- Common bottleneck
- Manual keying errors
- Expected outcome
- Better data quality and visibility
TEAM 05
Issue Resolution
Resolve operational exceptions through clear ownership, escalation, and root-cause analysis.
KPIs, bottleneck & outcome
Track open issues, SLA compliance, average resolution time, reopened cases, and recurring causes. Establish escalation paths and corrective-action reviews.
- Recommended KPIs
- Resolution time · Open issues · SLA compliance · Reopened cases · Recurring issues
- Common bottleneck
- Escalation delays and repeat issues
- Expected outcome
- Faster closure and fewer recurring issues
TEAM 06
Reprocessing & Resolution
Control exception recovery, workflow correction, and reintegration into normal processing.
KPIs, bottleneck & outcome
Measure reprocessing turnaround time, successful recovery, repeat processing, and pending volume. Identify why parcels need repeat work and prevent recurring causes.
- Recommended KPIs
- Reprocessing turnaround · Recovery rate · Repeat-processing rate · Pending reprocessing
- Common bottleneck
- Repeat work and error recurrence
- Expected outcome
- Less rework and waste
TEAM 07
Central Return
Improve return parcel processing, status visibility, and reverse-logistics handovers.
KPIs, bottleneck & outcome
Review return processing time, pending returns, status accuracy, and scan compliance. Standardize return handovers and monitor aging shipments.
- Recommended KPIs
- Return processing time · Return backlog · Return scan compliance · Pending returns
- Common bottleneck
- Delayed returns and status gaps
- Expected outcome
- Efficient reverse logistics
TEAM 08
Return Parcel Validation
Verify return parcel identity, status, condition, and supporting records.
KPIs, bottleneck & outcome
Track validation accuracy, validation turnaround time, exception rate, and documentation completeness. Use consistent validation checkpoints and exception escalation.
- Recommended KPIs
- Validation accuracy · Turnaround time · Exception rate · Documentation completeness
- Common bottleneck
- Incomplete records and exceptions
- Expected outcome
- Stronger return accountability
TEAM 09
Central Pickup
Coordinate pickup execution, collection status, and timely operational handovers.
KPIs, bottleneck & outcome
Monitor pickup completion, on-time pickup rate, failed pickups, pending jobs, and scan compliance. Improve coordination and exception follow-up.
- Recommended KPIs
- Pickup completion · On-time pickup · Failed pickups · Pickup scan compliance
- Common bottleneck
- Failed pickups and handover delays
- Expected outcome
- Reliable pickups and fewer delays
TEAM 10
Inventory Management
Strengthen parcel visibility, inventory reconciliation, and discrepancy control.
KPIs, bottleneck & outcome
Track inventory accuracy, reconciliation completion, unlocated parcels, discrepancy rate, and aging. Align physical checks with system records and investigate variances.
- Recommended KPIs
- Inventory accuracy · Reconciliation completion · Discrepancy rate · Unlocated parcels · Aging
- Common bottleneck
- Missing-parcel discrepancies
- Expected outcome
- Better control and visibility
TEAM 11
Sub Sort
Improve secondary sorting, destination segregation, and transfer readiness.
KPIs, bottleneck & outcome
Measure sub-sort accuracy, throughput, transfer readiness, pending transfers, and missort rate. Standardize destination logic and handover checks.
- Recommended KPIs
- Sub-sort accuracy · Throughput · Transfer readiness · Missort rate · Pending transfers
- Common bottleneck
- Segregation errors at handover
- Expected outcome
- Smoother downstream processing
These are proposed team descriptions and KPIs based on typical operational responsibilities. Confirm them against your actual internal workflows before publication.
Performance visibility
Turn daily operations into clear, actionable insight.
A centralized monitoring concept to help leaders understand throughput, workload, service levels, exceptions, and improvement priorities across teams.
Operations Performance Overview
ILLUSTRATIVE DEMOTeams in framework11Core operational teams
Review cadenceDailySuggested routine
Performance focus5 areasQuality · Speed · SLA · Backlog · Accuracy
Improvement cycle30/60/90Proposed roadmap
Illustrative team review coverage
Suggested monitoring dimensions
ProductivityTrack
Quality & accuracyTrack
SLA & turnaroundTrack
Backlog & exceptionsTrack
Concept UI only. Decorative bars are not measured performance values. Connect authorized operational data before using this as a live dashboard.
Metrics library
The metrics that expose operational gaps.
Productivity, accuracy, speed, cost, workforce, and forecasting metrics with standard formulas, plus what each one reveals when it moves in the wrong direction.
31 metrics
Parcels per labor hour
Parcels processed ÷ Total labor hoursReveals: shifts or teams with low throughput, and staffing that does not match workload.
Output per head per shift
Parcels processed ÷ (Headcount × Shifts)Reveals: performance spread between people and teams, and where coaching is needed.
Capacity utilization
(Actual volume ÷ Rated capacity) × 100Reveals: idle capacity, overload, and bottleneck stations in the flow.
Overtime ratio
(Overtime hours ÷ Regular hours) × 100Reveals: chronic under-staffing, weak rostering, and hidden labor cost.
Backlog per labor hour
Pending parcels ÷ Available labor hoursReveals: how many hours of work are queued up and whether the team can clear it.
Sorting accuracy
(Correctly sorted ÷ Total sorted) × 100Reveals: how reliable sorting is by shift, lane, or operator.
Missort / error rate
(Missorted parcels ÷ Total parcels) × 100Reveals: unclear destination logic, SOP gaps, training gaps, or layout problems.
First-pass data accuracy
(Records with no correction ÷ Total records) × 100Reveals: data-entry quality and where validation rules are missing.
Inventory accuracy
(Matched parcels ÷ Audited parcels) × 100Reveals: gaps between physical stock and system records, and weak scan discipline.
Rework rate
(Reprocessed parcels ÷ Total parcels) × 100Reveals: how much capacity is lost to repeating work, and which causes repeat most.
DPMO (Six Sigma)
(Defects ÷ (Units × Opportunities)) × 1,000,000Reveals: true process capability, comparable across teams of different size.
SLA compliance
(On-time parcels ÷ Total parcels) × 100Reveals: which stage of the flow is causing late parcels.
Turnaround time (TAT)
Average (Completion time − Start time)Reveals: slow handovers, queueing, and stage-wise delays.
Backlog aging
Pending parcels grouped by age: >24h, >48h, >72hReveals: stuck parcels and exceptions with no clear owner.
Parcel dwell time
Average hours a parcel stays in the hubReveals: slow dispatch, poor load planning, and storage congestion.
Case resolution time
Average (Case closed − Case opened)Reveals: investigation and escalation bottlenecks, and repeat root causes.
Cost per parcel
Total operating cost ÷ Parcels processedReveals: overall efficiency, and the effect of volume swings on unit cost.
Labor cost per parcel
Total labor cost ÷ Parcels processedReveals: whether manpower is over- or under-sized for the volume handled.
Cost of poor quality (COPQ)
Rework cost + Loss/damage + Claims + Re-delivery costReveals: the true price of errors, which helps prioritize quality projects.
Overtime cost share
(Overtime cost ÷ Total labor cost) × 100Reveals: how much spend comes from avoidable overtime.
Budget variance
Actual cost − Budgeted costReveals: cost lines drifting from plan, so action can start early.
Employee turnover rate
(Separations ÷ Average headcount) × 100Reveals: retention problems by team, shift, or supervisor, and the cost of replacing people.
Early attrition (first 90 days)
(Leavers within 90 days ÷ New hires) × 100Reveals: weak hiring fit or onboarding gaps.
Absenteeism rate
(Absent days ÷ Scheduled work days) × 100Reveals: engagement issues, shift fatigue, and unplanned capacity loss.
Span of control
Staff count ÷ Number of supervisorsReveals: supervision overload or under-use, which affects coaching and quality.
Time to proficiency
Average days from joining to target productivityReveals: training effectiveness and the real cost of high turnover.
Forecast accuracy
100 − MAPE, where MAPE = Avg(|Actual − Forecast| ÷ Actual) × 100Reveals: how reliable volume planning is, and which days or clients cause misses.
Forecast bias
((Forecast − Actual) ÷ Actual) × 100Reveals: whether planning consistently over- or under-estimates volume.
Required headcount
Forecast parcels ÷ (Parcels per labor hour × Productive hours per shift) × (1 + Absence buffer)Reveals: manpower needed per shift before volume arrives.
Peak-load index
Peak-day volume ÷ Average-day volumeReveals: how much surge capacity or flexible manpower the operation needs.
Capacity gap
Forecast volume − Rated capacityReveals: expected shortfall or surplus, so decisions can be made ahead of time.
STEP 1MeasureUse one clear formula per metric and one data source.
STEP 2BaselineRecord at least 2–4 weeks of normal performance.
STEP 3Find the varianceCompare against target, by team, shift, and day.
STEP 4Root causePareto, 5-Why, and fishbone to separate symptoms from causes.
STEP 5Act & recheckFix, retrain, or redesign, then confirm the metric moved.
Reading metrics together to find the gap
A single number rarely explains the problem. These combinations point to the most likely gap and a sensible first action.
| Signal pattern | Likely gap | First action |
|---|---|---|
| Low parcels per labor hour + high overtime ratio | Rostering mismatch or a bottleneck at one station | Time-and-motion check; rebalance shifts and stations |
| High missort rate + low training completion | Skill or SOP knowledge gap | Targeted retraining; checklist at the sorting point |
| High turnover + rising rework | Loss of experience and weak onboarding | Structured onboarding, buddy system, exit-reason analysis |
| High cost per parcel + low capacity utilization | Excess fixed capacity or idle hours | Rebalance volume; adjust headcount and shift pattern |
| Large forecast error + backlog spikes | Planning gap | Improve forecasting method; keep a flexible manpower pool |
| SLA dip + growing backlog aging | Handover or escalation failure | Clear ownership, aging alerts, daily review meeting |
| Low inventory accuracy + many unlocated parcels | Scan discipline gap | Scan-compliance audits and regular cycle counts |
Formulas are standard operational definitions. Targets and thresholds should be set from your own verified baseline data.
Try it
Metrics calculator.
Enter your own period data and see the key metrics calculated instantly. Everything runs in your browser; nothing is stored or sent anywhere.
Period inputs
Pre-filled values are sample numbers only. Replace them with real data.
Parcels per labor hour—Productivity
Cost per parcel—Cost analysis
Labor cost per parcel—Cost analysis
Accuracy—Quality
Error rate—Quality
SLA compliance—Speed
Employee turnover—Workforce
Absenteeism—Workforce
Overtime ratio—Productivity
Forecast accuracy—Forecasting (single period)
Turnover is for the period you enter (for example one month). Annualize by multiplying by 12 if the period is monthly. Forecast accuracy here is calculated for a single period against actual parcels processed. Overtime ratio assumes total labor hours include overtime hours.
People · Process · Performance
Build capability. Remove friction. Sustain improvement.
A repeatable approach to develop teams and improve operations without relying on guesswork or unsupported claims.
Assess the operation
Map workflows, clarify responsibilities, establish KPI definitions, and understand the baseline.
Identify root causes
Use exception data, process observation, and team feedback to find bottlenecks and recurring errors.
Build team capability
Strengthen role clarity, SOP knowledge, training, coaching, and cross-team collaboration.
Standardize the process
Improve handovers, checklists, escalation paths, data quality, and operational consistency.
Monitor the right KPIs
Review productivity, accuracy, turnaround time, backlog, and service-level performance on a defined cadence.
Review and sustain
Compare results with a verified baseline, document learning, and standardize changes that work.
Proposed roadmap
A practical 30/60/90-day improvement plan.
A structured starting point for aligning teams, improving visibility, and measuring operational progress. This is a proposed framework, not a claim of completed work.
Assess & establish baselines
- Map team workflows and handovers.
- Define KPI formulas and owners.
- Identify bottlenecks and data gaps.
- Set reporting cadence.
Implement & improve
- Prioritize high-impact issues.
- Refine SOPs and checklists.
- Coach teams on key gaps.
- Review early trends consistently.
Evaluate & standardize
- Compare outcomes with baseline.
- Document proven improvements.
- Adjust targets using evidence.
- Embed continuous review routines.
Career journey
Experience built across high-volume operations and technical problem-solving.
A concise view of my professional progression, operational responsibilities, and relevant experience.
Jan 2026 – Present
Carrybee Express Ltd.
Assistant Manager · Operations
- Lead 190+ staff through team leads across 11 operational functions: Sort, Central Inbound, Central Pickup, Central Return, Return Parcel Validation, Investigation & Reconciliation, Issue Resolution, Reprocessing & Resolution, Data Entry, Inventory Management and Sub-Sort. Manage 50,000+ parcels daily with end-to-end operational control, SLA/SOP compliance and corporate performance targets.
- Oversee Sub-Sort at five regional locations: Bhanga, Sirajganj, Cumilla, Bhairab and Chattogram.
- Reduced turnaround time (TAT) by 40% with semi-automation: put-to-number (PTN) process, 2-click gate-pass printing, automated return validation with auto task assignment, AI-assisted data entry and timely branch entry so merchants are notified on time.
- Reduced sorting and handling errors by 98% (CCTV-verified basket process, floor taping, name plates with reflective stickers, handling guidelines for liquid and fragile items, and protective boxes for TVs) and operating cost by 15% (manpower optimisation, Order Management System app).
- Trained 7 executives and senior associates.
- Direct investigation, reconciliation, issue resolution, reprocessing, and parcel validation.
- Focus on operational control, performance, service quality, and SOP compliance.
Nov 2024 – Dec 2025
Carrybee Express Ltd.
Senior Executive
- Supported operations planning, analysis, and execution.
- Identified bottlenecks and implemented data-driven solutions.
- Coordinated projects, resource sourcing, hiring, and cross-functional priorities.
Jun 2023 – Oct 2024
Pathao Ltd. · Courier Operations
Senior Operations Associate
- Supervised 180+ employees and zonal hub operations processing 220,000+ parcels daily, at 97%+ SLA and SOP compliance.
- Led hub operations, rider coordination, sorting, returns, and inventory control.
- Supported SLA/SOP compliance, error reduction, and turnaround-time improvement.
Sep 2019 – May 2023
Pathao Ltd. · Courier Operations
Operations Associate
- Managed inbound operations, dispatch coordination, and operational documentation.
- Supported accurate shipment processing and coordination with sorting and inventory teams.
Mar 2019 – Aug 2019
Self-employed
E-commerce Business
- Ran an independent e-commerce business.
Oct 2018 – Feb 2019
International Human Rights (ASHOK) Foundation
Office Assistant
- Prepared legal documents and press correspondence, managed the Facebook portal and produced design and photo edits in Adobe Photoshop.
Aug 2017 – Apr 2018
Concrete Technology
Service Engineer
- Worked on machinery installation, maintenance, PLC systems, diagnostics, and technical compliance support.
Projects
Operations & improvement projects.
Web tools I designed and built to make operations measurable: complaint handling, hiring, productivity tracking, and workforce planning.
4Internal web tools
End to endDesigned and built by me
Apps Script + SheetsShared platform, Chart.js dashboards
Role-based accessSign-in, permissions and dashboards
Web App · Internal Portal
Career & Service Portal
A bilingual (বাংলা / English), mobile-friendly employee portal that brings complaint handling, job circulars, notices, a contact directory and the organogram into one place.
- Complaint form with photo/file evidence, an anonymous option, and tracking by complaint ID
- Team-wise email alerts with a one-click status-update link for responsible managers
- Role-based dashboard with team access control, filters, and status updates with remarks
- Job circulars with online application and CV upload (PDF, DOC, DOCX up to 10 MB)
- Notice board, contact directory (call / WhatsApp), and organogram views
Role: Designed and built
Impact: Centralizes complaint handling, recruitment, and internal information in one portal.
Productivity Analytics · Web App
Central Sort Productivity Monitor
A mobile-first observation tool for sort-hub productivity. Observers time an employee's work with a stopwatch, record units completed, and the system calculates units per hour against process targets.
- Start / pause / resume stopwatch that counts active time only
- Process-wise targets (per minute and per hour) with achievement % calculation
- Email OTP sign-in with role-based access for observers, managers, and admins
- Dashboard: daily trend, department and process reports, top 10, and leaderboard
- Period-vs-period and employee-vs-employee comparison
- Auto-generated insights: top performers, coaching needs, outliers, consistency, and trends
Role: Designed and built
Impact: Turns on-floor time observations into comparable productivity data (units per hour and % of target).
👥
Workforce Analytics · Web App
Central Sort Ops Resource Tracker
A secure workforce-planning workspace for central sort operations that brings headcount, capacity, turnover, attendance, order volume and cost data into one dashboard.
- Workforce dashboard with department and designation summaries
- Team-wise capacity overview for PTN, BULK and process lines
- Turnover analytics with monthly joining, resignation and team-wise breakdown
- Scenario-based order and manpower forecast for planning
- Resource list with search and a complete employee profile view
- Attendance sync from a live spreadsheet, plus order, cost and salary analytics
- Email verification-code sign-in with role-based permissions and activity logging
Role: Designed and built
Impact: Gives operations leaders one place to plan manpower against capacity, turnover and order cost.
Workforce Operations · Web App
Attendance & Leave Management System
A mobile-first attendance system for operations staff with GPS-aware check-in and check-out, leave requests with multi-level approval, absence follow-up, salary calculation and management controls.
- Employee check-in / check-out with location capture and a minimum-hours rule
- Overnight-shift logic: a shift counts on its start date, with department-wise reporting time and automatic check-out
- Leave requests with optional attachment (saved to Google Drive) and Floor Lead → Line Lead → Manager approval
- Absence follow-up: remarks with call outcome and emergency flag
- Management view: department attendance, active sessions, force check-out with reason and audit history
- Salary calculation by attendance period (21st to 20th) using day-off and holiday data
- Employee ID sign-in for staff; email verification code for management, with persistent sessions
Role: Designed and built
Impact: Gives staff and managers one place for attendance, leave and salary visibility, with an audit trail for manual corrections.
Live previews show the interface only; sign-in and data are not connected. The working systems run on Google Apps Script and require authorized sign-in.
Skills & expertise
A multidisciplinary toolkit for operational performance.
Combining supply chain operations, team leadership, analysis, technical knowledge, and visual communication.
Operations & Supply Chain
SLA/SOP compliance, Lean methodologies, inventory management, process optimization, team leadership, reporting, data analysis, and problem-solving.
Software & Productivity
Microsoft Word, Excel, PowerPoint, barcode and QR code generation, and AI tools for reporting, analysis, and documentation.
Technical & Engineering
PLC systems, industrial automation, technical diagnostics, and AutoCAD 2D/3D electrical design.
Design & Communication
Figma UI/UX, Canva, Adobe Photoshop, Adobe Illustrator, documentation, and visual communication.
Education & development
Education that supports operational and technical thinking.
PGD in Logistics & Supply Chain Management
Academy of Business Professionals (ABP), Dhaka · Passed 2023
Modules: Operations Management, Demand & Inventory Planning, Procurement, Supply Networks, Green Logistics
BSc in Electrical & Electronic Engineering
European University of Bangladesh, Dhaka · CGPA 3.33/4.00 · 2021
Diploma in Engineering — Electrical Technology
Government Barisal Polytechnic Institute, Barisal · Passed 2016 · GPA 3.40/4.00
SSC, Business Studies
Hazi Abdus Sobhan Sikder Model Academy, Barisal · Passed 2012 · GPA 3.94/5.00
Certifications & Training
Industrial Automation and House Wiring — New Engineering Training Centre, Dhaka (2016)
PLC & HMI Programming (Analog/Digital I/O, Temperature Module) — New Engineering Training Centre, Dhaka (2016)
Profile details
Additional qualifications & professional details.
Further information from my CV, including languages and earlier technical experience.
Languages
Bengali: Native
English: Professional Working Proficiency (Reading & Writing: Upper-Intermediate; Listening & Speaking: Intermediate)
Hindi: Professional Communicative Proficiency (spoken and understood)
Earlier Technical Experience
Service Engineer – Concrete Technology · Dhaka · Aug 2017 – Apr 2018
Installed and maintained batching plant machinery, diagnosed faults, and developed, deployed and integrated PLC systems and networks to automate plant processes.
Additional Experience
Office Assistant · International Human Rights (ASHOK) Foundation · Oct 2018 – Feb 2019
Prepared legal documents and press correspondence, organized news content for print, managed the Facebook portal, and edited designs/photos in Adobe Photoshop.
Self-employed E-commerce Business · Mar 2019 – Aug 2019
Professional Contact
Dhaka-1212, Bangladesh
Phone: +880 1772-222668
Email: shahin4l.bd@gmail.com
LinkedIn: linkedin.com/in/shahin4l
Professional References
Md. Ali Azam Al Azad · Deputy Secretary, Director (PMF), PPP Authority, Prime Minister’s Office
Phone: +880 1760-095475 · Email: azad@ppp.gov.bd
Mehedi Hasan Asif · Manager, Carrybee Express Ltd. (a concern of US-Bangla Airlines)
Phone: +880 1710-914934 · Email: mehedi.asif@carrybee.com
Growth
Next: expanding into strategic supply chain.
Areas I am developing beyond day-to-day operations. These are learning and career goals, not claimed experience.
Procurement & Sourcing
Strategic sourcing, RFQ and tender processes, supplier selection.
Builds on: Resource sourcing at CarrybeeNegotiation & Contracting
Commercial terms, vendor agreements and SLA-linked contracts.
Builds on: SLA/SOP compliance workVendor & Supplier Management
Supplier onboarding, performance scorecards and reviews.
Builds on: Rider and partner coordinationDemand Planning & Forecasting
Volume forecasting, capacity and manpower planning.
Builds on: Operational planning and reportingWarehouse & Inventory Optimization
Stock accuracy, layout, slotting and replenishment logic.
Builds on: Inventory control and parcel validationTransportation & Network Design
Route, line-haul and hub network optimization.
Builds on: Hub and last-mile operationsCost & Total-Cost Analysis
Cost-per-parcel, make-vs-buy and savings opportunities.
Builds on: Lean methodologies process optimizationSupply Chain Risk & Resilience
Risk mapping, contingency planning and continuity.
Builds on: Root cause analysisSupply Chain Analytics
KPI analytics, dashboards and data-led decisions.
Builds on: Reporting and data analysisFAQ
Common questions.
What does Md Shahin Alam do?
He is an Assistant Manager at Carrybee Express Ltd., leading courier and supply chain operations teams.
Are the numbers on this site real?
Experience figures (8+ years, 190+ and 180+ staff, 50,000+ and 220,000+ parcels per day, 40% TAT, 98% error and 15% cost reductions) come from the owner's resume and are not live operational metrics. Team KPIs, targets, and roadmaps are proposed frameworks, not measured results. Real figures are published only when measured, approved for sharing, and labelled with their source.
How can I get in touch?
Use the email, LinkedIn, or WhatsApp buttons in the Contact section.
Professional services
Services & professional collaboration.
A space to explore professional expertise, connect around operations and process improvement, and discuss suitable service requirements.
Professional Services
Supply chain and logistics operations, KPI and dashboard design, process improvement, workforce planning, reporting automation, and internal workflow tools.
Availability: Get in touch to discuss scope, requirements, and fit.
Professional connection
Let's connect to improve operational performance.
For professional opportunities, supply chain and operations discussions, or collaboration around team performance and process improvement, feel free to connect.