Dilana Nuerali

Supply chain and operations professional with Amazon UK and J&T Express UK experience across site-level operations, regional quality governance, labour and capacity planning, operational performance improvement, inventory-control initiatives, KPI management, and scalable process standardisation in high-volume logistics environments. Proven ability to lead cross-functional initiatives, conduct data-led root-cause analysis, and deliver measurable improvements across throughput, loss reduction, labour efficiency, process compliance, service quality, and customer delivery performance. Delivered a 5% improvement in PM shift throughput per hour and a 40% reduction in operational losses by partnering with Operations, ACES, Loss Prevention, PXT, WHS, L&D, third-party partners, and frontline teams. Experienced in regional quality performance management, audit routines, corrective action tracking, defect reduction, and multi-site stakeholder alignment. Advanced user of Excel and SQL, with experience translating operational data into clear recommendations that improve speed, placement, capacity readiness, cost-to-serve, compliance, and end-to-end service reliability.

• Led labour and capacity planning across daily shift execution, aligning forecasted workload, staffing levels, productivity assumptions, volume patterns, and operational constraints to protect throughput and service reliability.
• Initiated capacity-risk analysis to identify labour gaps, bottlenecks, backlog risk, and productivity variance impacting speed, placement, and customer delivery performance.
• Owned resource allocation recommendations across shift priorities, balancing service targets, labour efficiency, cost control, safety requirements, and operational risk.
• Partnered with Operations, ACES, PXT, WHS, L&D, and third-party partners to resolve planning blockers, improve operational readiness, and ensure execution capacity matched demand.
• Built KPI tracking mechanisms to monitor labour utilisation, throughput per hour, productivity variance, service risk, and corrective-action progress.
• Improved cost-to-serve discipline by ensuring labour plans were aligned with demand signals, productivity targets, and operational priorities.

• Led a site-level throughput improvement initiative focused on improving PM shift flow, labour deployment, process adherence, and execution consistency.
• Analysed productivity data, workload patterns, process compliance, and bottleneck trends to identify root causes behind output variance and operational delays.
• Initiated corrective actions across labour allocation, shift planning, process adherence, and frontline execution routines.
• Delivered a 5% increase in PM shift throughput per hour, improving capacity utilisation, operational speed, and service execution reliability.
• Built weekly performance tracking to monitor progress, identify emerging risks, escalate blockers, and sustain improvements after implementation.

• Owned an end-to-end loss reduction and inventory-control initiative in partnership with Loss Prevention, Operations, third-party partners, and frontline teams.
• Initiated defect-pattern analysis to identify key drivers of operational losses, compliance gaps, control weaknesses, and accountability breakdowns.
• Drove corrective action plans with clearly assigned owners, timelines, escalation paths, and follow-up mechanisms.
• Delivered a 40% reduction in losses, strengthening operational control, inventory accuracy, compliance discipline, and execution reliability.
• Implemented standard control mechanisms to reduce repeat defects, improve accountability, and support sustainable operational performance.

• Launched SOPs, playbooks, and standard operating mechanisms to improve process consistency, reduce ambiguity, and support scalable execution across frontline operations.
• Gathered requirements from frontline teams, operations leaders, and partner functions, translating operational pain points into clear process documentation and standard ways of working.
• Standardised ownership models, escalation paths, expected behaviours, and success metrics to improve adoption, compliance, and follow-through.
• Reduced process variation by embedding repeatable mechanisms into daily and weekly operational routines.
• Supported long-term scalability by designing processes that could be sustained beyond the initial project implementation.

• Owned KPI bridging and leadership reporting across productivity, labour planning, operational risk, service performance, defect trends, and loss-control metrics.
• Built data-backed business narratives explaining variance versus plan, identifying root causes, and recommending targeted corrective actions.
• Initiated regular performance-review mechanisms to track progress, escalate risks, remove blockers, and maintain leadership visibility.
• Translated raw operational data into clear recommendations to improve service reliability, speed, cost control, and execution quality.
• Improved decision-making quality by connecting operational metrics with business impact and next-step ownership.