Dipika Premee has over 20 years of experience in retail management, merchandising, and buying roles. She holds a Masters in Business Administration and various other qualifications. Her most recent role was as Senior Buying Manager for The Fochini Group - Jewellery, where she was responsible for formulating product, location, and promotional strategies to optimize financial KPIs. Previously, she held senior buying and merchandising roles at Edgars and Natal Wholesale Jewellers. She has strong skills in financial analysis, supplier relationship management, and people management.

1. C U R R I C U L U M V I T A E
DIPIKA PREMJEE
Availability: One month Notice
Languages: English
Residence: 219 Neptune’s Isle, Lagoon Gate Drive, Lagoon Beach, Milnerton, Cape
Town
ID No: 7103260119081
Forensic Checks: ITC: Clear; Criminal: Negative; Academic: Confirmed
Contact: 083 789 7172 or Dipika.premjee@gmail.com
I am ambitious, driven, energetic and passionate about the Retail business. I enjoy working in a busy
environment and have good networking abilities; I have good communicational and negotiation skills,
which I believe, benefits me when dealing with people at all levels. I work well under pressure and enjoy
using my own initiative. I also have a good sense of humour, which enables me to have a good working
relationship with other staff members.
.

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EDUCATION DETAILS
Qualification: Matric (Grade 12)
Institution: Overport Secondary (1988)
Subjects: English, Afrikaans, Business Economic, Mathematics, Biology,
Accountancy.
Qualification: National Diploma for Public Relations
Institution: M.L Sultan Technikon (1989 - 1991)
Qualification: Honours in Management Technology /
Advanced Business Programme
Institution: Durban University of Technology (2001)
Qualification: Masters in Business Administration
Institution: Durban University of Technology (2008)
COMPUTER LITERACY
MS Word, MS Excel, PowerPoint, Retail Management Solution POP, Retek, Proclarity,
Arthur, Jewellery Shopkeeper.
WORKING EXPERIENCE
Period: October 2014– Current
Company: The Fochini Group - Jewellery
Position: Senior Buying Manager
Key Performance Areas and Responsibilities
Strategy
1. Formulate a clearly defined product strategy in line with the Brand strategy and
Market intelligence,
2. Formulate a clearly defined location strategy to optimise deliverable of the financial
KPI,
3. Offer recommendations for promotional strategy for the season ahead

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Financial Ratio – Merchandise
1. Analyse and evaluate Key Performance Indicators (KPIs) results to assess and
highlight areas of positive performance. Identify areas where improvement is
required, and implement appropriate action accordingly
2. Ensure that outcomes of internal and external supplier negotiations have a direct
impact on the departmental contribution towards overall profitability
3. Communicate effectively with all relevant stakeholders when analysing information
by obtaining comprehensive feedback on factors affecting merchandise movement
so that appropriate actions can be initiated to promote slow-moving products or
cancel the stock
4. Analyse and evaluate sales and financial reports to determine popular styles that can
be repeated when placing future buying orders or slow-moving styles that need to be
cancelled
5. Conduct a thorough analysis and evaluation of past financial results and KPIs. Use
findings as a base for the development of future business plans
Market Intelligence – Merchandise
1. Utilise a range of criteria, such as pricing, styling, colours, fabrics, units (volumes),
sizes, options per store, stores and locations, to ensure the achievement of a
balanced assortment in line with the sales plan
2. Evaluate and analyse historical data relating to product performance to identify the
assortment to be procured and ensure that future buying plans are appropriately
aligned to the department/Group strategy
3. Monitor and analyse competitor activities and consumer demands. Initiate and
implement appropriate actions to reduce or increase assortments timeously as
required
4. Monitor seasonal merchandise to ensure that core/seasonal merchandise is co-
ordinated to provide visual impact and enhance sales
5. Critically evaluate fabric/product testing so that compliance with quality standards
and market expectations is verified before approving bulk production
Supplier Relationship Management and Networking
1. Analyse and evaluate information when sourcing and negotiating with suppliers to
establish and verify the reliability of suppliers for quality and price prior to buying.
Record and store data for research findings and comparative analysis for future
buying decisions
2. Evaluate supplier rankings and performance so that appropriate actions/decisions
are taken on whether to utilise suppliers for the next buying season
3. Implement a process to communicate effectively when negotiating with suppliers so
that all elements relating to quality, quantity, styling and delivery requirements are
clearly understood and carried out in accordance with business requirements
4. Negotiate new contracts, project outputs and service agreements in accordance with
the changing needs of the business. Monitor stakeholder performance on an ongoing
basis and re-negotiate deliverables where required
5. Identify key core products and seasonal items and negotiate volumes, price and lead
times, verifying supplier commitment and ability to meet volume requirement

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27/10/2015
Process Improvement and Efficiency
1. Familiarise self with, and utilise, standard analytical and execution processes
2. Utilise technology and relevant systems to extract historical and current financial and
sales information to assist in developing buying plans
3. Participate in projects to develop and implement systems for measuring service
levels in each area of the business
4. Utilise technology effectively so that data is accurately captured for use as reference
when justifying the need for developing measurement systems to enhance best
practice
5. Implement a process to monitor work in progress, allowing sufficient lead time
between procuring of merchandise and delivery and initiating appropriate actions
when out of line situations occur, ensuring deliveries are effected within stipulated
deadlines
People Management
1. Encourage, implement and reinforce the Group’s Values of Pride2,
2. Ensure an open, motivated and harmonious work environment
3. Manage the performance of self and all direct reports (formally and informally),
ensuring that regular feedback is given/received, coaching and mentoring on
performance is given/received to enable continuous improvement
4. Be actively involved in own Individual Development Plan (IDP), develop such plans
for all direct reports and ensure that the agreed development interventions are
delivered
5. Ensure that Performance reviews are conducted on all staff to identify the
appropriate talent management strategy and drive implementation
Period: September 2012 – September 2014
Company: Edgars
Position: Senior Buyer – Jewellery, Watches & Sunglasses
During my tenor here I was critical in the repositioning of the Jewellery division within the
Edgars Chain.
The process involved clearly defining the strategic position of jewellery in line with the group
overall strategy. Defining product strategy, i.e. selection of watch and jewellery brands (local
and international). Defining the location strategy; aligning of brands assortment per location
strategy.
To achieve this I have had to work closely with the store design team to define the ideal
requirement for store fixture layout and ideal requirements in line with the location strategy,
with the VM team to define the store flow and product layout.

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27/10/2015
Key Performance Areas and Responsibilities
Financial Ratio – Merchandise
1. Analyse and evaluate Key Performance Indicators (KPIs) results to assess and
highlight areas of positive performance. Identify areas where improvement is
required, and implement appropriate action accordingly
2. Ensure that outcomes of internal and external supplier negotiations have a direct
impact on the departmental contribution towards overall profitability
3. Communicate effectively with all relevant stakeholders when analysing information
by obtaining comprehensive feedback on factors affecting merchandise movement
so that appropriate actions can be initiated to promote slow-moving products or
cancel the stock
4. Analyse and evaluate sales and financial reports to determine popular styles that can
be repeated when placing future buying orders or slow-moving styles that need to be
cancelled
5. Conduct a thorough analysis and evaluation of past financial results and KPIs. Use
findings as a base for the development of future business plans
Market Intelligence – Merchandise
1. Utilise a range of criteria, such as pricing, styling, colours, fabrics, units (volumes),
sizes, options per store, stores and locations, to ensure the achievement of a
balanced assortment in line with the sales plan
2. Evaluate and analyse historical data relating to product performance to identify the
assortment to be procured and ensure that future buying plans are appropriately
aligned to the department/Group strategy
3. Monitor and analyse competitor activities and consumer demands. Initiate and
implement appropriate actions to reduce or increase assortments timeously as
required
4. Monitor seasonal merchandise to ensure that core/seasonal merchandise is co-
ordinated to provide visual impact and enhance sales
5. Critically evaluate fabric/product testing so that compliance with quality standards
and market expectations is verified before approving bulk production
Supplier Relationship Management and Networking
1. Analyse and evaluate information when sourcing and negotiating with suppliers to
establish and verify the reliability of suppliers for quality and price prior to buying.
Record and store data for research findings and comparative analysis for future
buying decisions
2. Evaluate supplier rankings and performance so that appropriate actions/decisions
are taken on whether to utilise suppliers for the next buying season
3. Implement a process to communicate effectively when negotiating with suppliers so
that all elements relating to quality, quantity, styling and delivery requirements are
clearly understood and carried out in accordance with business requirements
4. Negotiate new contracts, project outputs and service agreements in accordance with
the changing needs of the business. Monitor stakeholder performance on an ongoing
basis and re-negotiate deliverables where required
5. Identify key core products and seasonal items and negotiate volumes, price and lead
times, verifying supplier commitment and ability to meet volume requirement

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27/10/2015
Process Improvement and Efficiency
1. Familiarise self with, and utilise, standard analytical and execution processes (e.g.
Edcon Way of Merchandising; Thinking CAP)
2. Utilise technology and relevant systems to extract historical and current financial and
sales information to assist in developing buying plans
3. Participate in projects to develop and implement systems for measuring service
levels in each area of the business
4. Utilise technology effectively so that data is accurately captured for use as reference
when justifying the need for developing measurement systems to enhance best
practice
5. Implement a process to monitor work in progress, allowing sufficient lead time
between procuring of merchandise and delivery and initiating appropriate actions
when out of line situations occur, ensuring deliveries are effected within stipulated
deadlines
People Management
1. Encourage, implement and reinforce the Group’s Values, Leadership principles and
Employer of Choice (EOC) strategies and initiatives
2. Ensure an open, motivated and harmonious work environment in line with Edcon’s
Leadership philosophy 3. Manage the performance of self and all direct reports
(formally and informally), ensuring that regular feedback is given/received, coaching
and mentoring on performance is given/received to enable continuous improvement
3. Be actively involved in own Individual Development Plan (IDP), develop such plans
for all direct reports and ensure that the agreed development interventions are
delivered 5. Ensure that talent reviews are conducted on all staff to identify the
appropriate talent management strategy and drive implementation
Period: September 2010 – August 2012
Company: Natal Wholesale Jewellers
Position: Merchandise Executive
Key Performance Areas and Responsibilities
Responsible for developing strategies to maximize business performance and
profitability, promotional strategies, competitively dominant merchandise assortments,
profit maximization and customer satisfaction.
Oversees the execution of merchandise selection and procurement for product
categories, and will set the merchandise direction to ensure a focused continuity
across all product categories
Responsible for complete operations & profits of the division
Implements proactive leadership to identify, approve and develop new vendors with
the support of technical leaders, and other departments supporting the vendor base

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27/10/2015
Oversees the control of stock and management of relevant stock levels
Ensures all products and new projects are engineered and developed to meet targets
while ensuring that appropriate product value is maintained and shipped accordingly
Purchase / sales order management
Works with the marketing team to ensure an exceptional customer experience, and
plays a direct role in deciding how best to implement the following merchandising
strategies: product positioning, cross merchandising, up-sells, showcasing featured
products, product and promotional events.
Directs buyers to develop assortments that support the needs of the customer and
the financial objectives of the merchandise division
Works with the various departments to develop assortment plans that support
overall strategy of in-stock positioning for key merchandise categories and
classifications, items and vendors.
Works with the category managers & buyers to strengthen market relationships and
knowledge of market trends, strengths and weaknesses.
Facilitates and promotes timely communication and cooperation between suppliers,
merchandising functions, and resources to accomplish sales, margin, and service
objectives.
Supports staff with the vendor community to ensure that clients obtain merchandise
exclusives, product launches, best deliveries, and the desired sales, turn-over and
margin plans.
Directs the resolution of customer complaints for retail and trade
Responsible for the overall product range planning and development
Manages, coaches and develops staff to ensure that we continue to build on
customer base and increase margins/profitability
Fosters an environment that promotes personal development of category managers,
and their businesses, high morale amongst entire team and personally sets the
example for development
Responsible for collating of reports and ensuring the assimilation of information for
relevant board purposes
Period: September 2007 – September 2010
Company: Forma Viva Merchandise
Position: Senior Merchandise Manager
Key Performance Areas and Responsibilities
Supplier relations
Establish and maintain service level
Deal with any supplier purchase and or delivery queries and or problems
Ensure timeous delivery
Range and product development
Strategic planning – Brands
Sourcing of new suppliers

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Inventory Management
Manage and interpret stock reports
Store profiling and balancing
Source and procure a balance range in line with customer and store profile
Maintaining service levels on core range
Analyse and optimise stock turn according to set targets
Ensure accurate forecasting and order placement on local and international suppliers
Analyse data from information system and create and ensure distribution for all stock
received
Manage, assess and provide feedback on the range effectiveness of product in stores on
product contribution and range effectiveness
Build and maintain relationships with stores
Consult stock and sales analysis to determine product performance by store and manage
the inter-branch transfers and re-distribution
Provide feedback on sales and profit contributions
Successfully maintaining the category and product profile by store
Effectively managing stock budgets
Successfully identifying current and future trends
Budget
Achievement of all KPI, Sales budget, GP, IMU and Stock turn
Proactive response to market conditions
Forecasting and setting of future budgets
Reason Leaving: New career opportunity
Period: April 2006 – September 2007
Company: Edcon Merchants – Men’s Casual
Position: Specialist Planner – Men’s Resort and Brands
Key Performance Areas and Responsibilities
Achievement of all KPI, Sales budget, GP and of Stock turn
Proactive response to market conditions
Effective mapping and gridding, distribution and allocations
Price focus
Assortment Planning
Range building
Supplier relations
Customer service
Mentoring and staff development
Reason Leaving: Obtained new position
Period: July 2005 – April 2006

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Company: Edcon Red Square - Cresta
Position: Store Manager
Key Performance Areas and Responsibilities
People management
Team building
Industrial relations
Performance management
Workforce planning
Talent management and development
Recruitment
Merchandise management
Ensure implementation and execution of in-store merchandise plan
Ensure effective adherence to stock turn, stock replenishment, and promotional
campaigns
Process management
Communication to merchants
Market analysis
Budget / financial management
Customer service
Stock-loss management
Reason Leaving: Obtained new position
Period: July 2004 – July 2005
Company: Edcon Edgars Gateway
Position: Operations Manager Trainee
Key Performance Areas and Responsibilities
Merchandising
Staffing – recruitment & selection, workforce planning
Department Layout
Budgeting – targets, casual planning
Training and development
Customer service
Maximising Turnover
Human Resource management
Department Manager - Cosmetic and Speciality
Department Layout
Merchandising
Stock management
Communicating with business partners, - Account Executives and buyers and planners

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Promotion planning & Marketing
Stock loss management – Asset Control and Security
Team building & Motivation
Training and development
Customer service
Maximising Turnover
Human Resource management
Reason Leaving: Obtained new position
Period: 1993 – July 2004
Company: Premji’s Jewellers
Position: Operations Manager
Key Performance Areas and Responsibilities
Human Resource
Set comprehensive HR strategy and implement policies and practice
Devising and implementing change management and transformation within the
business
Performance management and appraisal
Training and employee development, Management - Leadership skills, Advanced
sales
Sales, - customer services / satisfaction
Relationship marketing
Product knowledge
Merchandising
Designed training manual aimed at product knowledge
Skills facilitator
Recruitment, Selection and orientation
Employee Retrenchment
Development of incentive scheme programme
Integrating informal control mechanisms
Employee retention programme
Dispute resolution of grievances
Establishing disciplinary codes and procedure
Conduct disciplinary enquiries in terms of theft and misconduct
Implementing relationship marketing programme
Workforce scheduling
Marketing/Public Relations
Strategic planning for marketing
Analysing and implementing changes of target market
Catering for the new target accordingly
Supply chain management
Budgeting

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Implementing of new promotions and advertising campaigns in conjunction with
advertising companies
Manageress – Area
Banking
Filing
Stock Taking and Balancing
Merchandising
Purchasing
Receiving and Dispatching of Stock
Layout and design of Showroom
In store Promotions
Customer Care
Reason Leaving: Obtained new position
Period: 1992 - 1993
Company: Aryan Benevolent Home Council
Position: Assistant Marketing/Fund Raising Officer
Key Performance Areas and Responsibilities
Administration for A.B.H. Foundation
Recruiting of New Members
Correspondence to members on development of A.B.H.
Responsible for Fundraising with schools
Establishing various projects i.e. 10c a day campaign
Presentation of award to schools which contributed the most
Promote scholastic assistance such as adopt a grandparent
Student awareness programmes
Arranging tours of organisation
Bequest
Establishment of bequest campaigning in conjunction with old mutual
Other Duties
Budgeting
Composing and typing of correspondence
General Filing
Development, promotion and maintenance of various projects and sectors of fundraising
Attended Annual Fundraising Convention held by FASA at the International Convention
Centre - JBH
Reason Leaving: Personal Business Expansion