Supply Network Planning Manager, Africa, Middle East, Turkey (Amet) Region, Laundry Powders Category
Unilever
Total years of experience :21 years, 0 months
• Led preparation of medium to long term supply network and capacity planning for the 9 key manufacturing plants (sourcing units) within the Africa, Middle East, Turkey (AMET) region, including new manufacturing plant investments and decisions on factory shutdowns to meet aggressive growth plans in a volatile demand environment.
• Managed supply and demand reconciliation for AMET’s ≈ €1bn laundry powder market over 25 countries and led end-to-end decision making-process on strategic capacity increases.
• Increased on-shelf availability, slashing AMET capacity constraint loss by %50 in less than a year after taking over the position.
• Built contingency plans for political uprisings, labor strikes, natural disasters and supply bottlenecks.
• Managed entire outbound process once a sales order has been booked, up until collection of goods by customer.
• Led a team of 3 customer service specialists and managed their recruitment, appraisal and promotion process
• Ensured customer orders placement and attainment of Honeywell customer service level. Monitored CS KPI’s and organized reviews with General Manager.
• Partnered with management, finance, technical team, and Supply and planning team to
ensure high quality service to customers.
• Managed customer service for over 2, 000 Home & Personal Care and Food & Beverage Stock-Keeping-Units (SKU) in the Middle East Gulf business unit, including the UAE, Kuwait, Qatar, Oman and Bahrain.
• Improved forecast bias for the top 100 SKUs that account for 80% of the ≈$460m Gulf market by managing the execution of a cross-department process.
• Developed Unilever’s first web-based customer complaint reporting system in the region to quantify sourcing unit performance and ensure corrective/preventive action is taken. The reporting system was copied by other Unilever business units after its success.
• Managed innovation and promotion execution, working across departments to ensure timely and full delivery of products and led run-down and up operations for a smooth transition.
• Implemented the definition of Slow Moving & Obsolete (SLOB) products in different categories and markets first time in the Gulf region; developed and coordinated liquidation plans for SLOB products resulting in a significant improvement in working capital.
• Teamed up with demand planning during implementation of baseline and stock modeling.
• Seconded by Unilever Turkey to Unilever Arabia for a short-term assignment to oversee implementation of a customer service performance measurement and improvement system and fix earlier problems with the project.
• Managed customer service order-to-delivery process for 11 modern trade customers including Carrefour and Tesco.
• Launched a customer service performance measurement and improvement system (CCFOT), making Turkey the first country in AMET region to have adopted CCFOT
• Led a team of 15 customer service specialists and managed their recruitment, appraisal and promotion process.
• Implemented the so-called “diamond model” between modern trade customers and Unilever logistics. The model redefined the relationship between supplier and customer, taking Unilever ahead of the competition.
• Targeted both general and modern trade companies, exceeding sales targets by 15%.
• Led On Shelf Availability project for one of the biggest Modern Trade customer.