Integrated Supply Chain Management Advisor
Self-employed
Total years of experience :17 years, 10 months
Building up Inclusive End-to-End Operating Models for Omnichannel FMCG/CPG, Packaging, and Durable Goods Manufacturing, Distribution, and Retail start-ups, and dive deep into the ones of well-established enterprises to reimagine the operations activities and develop new strategies to deliver enhanced customer value for a reasonable selling price at an optimized cost structure, and fair profit margin
• Designing productivity driving org structures with well-defined jobs roles and their required competencies, suitable objectives, key results, & key performance indicators; OKRs & KPIs go in line with standard operating procedures SOPs Processes Re-Engineering
• Resources Optimization & Sustainability
• Continuous Improvement Strategy
• Commodities Common Sourcing -Trading House
• C-Suite & Senior Management E2E SCO Advisor
ð£ð¿ð®ð°ðð¶ð°ð®ð¹ð¹ð ð ð®ðº ð½ð¿ð¼ð³ð²ððð¶ð¼ð»ð®ð¹ ð¶ð» ð®ð°ðµð¶ð²ðð¶ð»ð´ :
• Resilient Operations by aligning S&OP with IBP, and global supply chain trends
• Flexible 6-Month Range Demand Planning to Remain Agile in Extreme VUCA times
• Partnership with Suppliers up to Tier2
• Sustainable Sourcing Strategy; Innovation, Cost Optimization, and Reach
• Strategic Partnership with reliable shipping liners
• Inventory Management, e.g., Holding Time and Value/Optimized Throughput/WMS
• Integrated Supply Planning; MRP, Call-off Plan, Production Planning, Open-to-Buy
• Streamlined Warehousing Inbound/Outbound Logistics
• Lean Manufacturing & Quality Management
• Effective Order-Fulfillment Management - Profitable Customer Experience
• Approaching holistic E2E data visibility, utilizing AI & Big Data
• Value Stream Mapping
• Operational Excellence, applying regular Business Continuous Improvement Cycle
• Vision-Driven Capital Expenditure Planning
• Cash Flow Management
• 3PL & Outsourcing Management
• Budget & Spend Management utilizing AI and Machine Learning
• Profit & Loss Monitoring
• Self-Funding Rewarding System
• Real-Time Value Cost Tacker• Building up Inclusive End-to-End Operating Models for Omnichannel FMCG/CPG, Packaging, and Durable Goods Manufacturing, Distribution, and Retail start-ups, and dive deep into the ones of well-established enterprises to reimagine the operations activities and develop new strategies to deliver enhanced customer value for a reasonable selling price at an optimized cost structure, and fair profit margin • Designing productivity driving org structures with well-defined jobs roles and their required competencies, suitable objectives, key results, & key performance indicators; OKRs & KPIs go in line with standard operating procedures SOPs Processes Re-Engineering • Resources Optimization & Sustainability • Continuous Improvement Strategy • Commodities Common Sourcing -Trading House • C-Suite & Senior Management E2E SCO Advisor ð£ð¿ð®ð°ðð¶ð°ð®ð¹ð¹ð ð ð®ðº ð½ð¿ð¼ð³ð²ððð¶ð¼ð»ð®ð¹ ð¶ð» ð®ð°ðµð¶ð²ðð¶ð»ð´ : • Resilient Operations by aligning S&OP with IBP, and global supply chain trends • Flexible 6-Month Range Demand Planning to Remain Agile in Extreme VUCA times • Partnership with Suppliers up to Tier2 • Sustainable Sourcing Strategy; Innovation, Cost Optimization, and Reach • Strategic Partnership with reliable shipping liners • Inventory Management, e.g., Holding Time and Value/Optimized Throughput/WMS • Integrated Supply Planning; MRP, Call-off Plan, Production Planning, Open-to-Buy • Streamlined Warehousing Inbound/Outbound Logistics • Lean Manufacturing & Quality Management • Effective Order-Fulfillment Management - Profitable Customer Experience • Approaching holistic E2E data visibility, utilizing AI & Big Data • Value Stream Mapping • Operational Excellence, applying regular Business Continuous Improvement Cycle • Vision-Driven Capital Expenditure Planning • Cash Flow Management • 3PL & Outsourcing Management • Budget & Spend Management utilizing AI and Machine Learning • Profit & Loss Monitoring • Self-Funding Rewarding System • Real-Time Value Cost Tacker
Led one of the largest FMCG/CPG manufacturing corporation’s operations in GCC, with a 650+ workforce, running 22 production lines, 12-warehouses, and 400 trailers and delivery trucks in UAE, Oman, and Turkey, applying integrated end-to-end supply chain management, and exporting to 45 countries worldwide, with a volume of 25M sales-base unit, generated a revenue exceeded AED 1.0B with 10% EBITDA.
As responsible for the total operations’ P&L in the short & long term, I started the transformation journey by setting a clear vision and strategies for reaching green AI-E2E SC Ops by Aug 2023, and for quick wins, I followed a value stream mapping strategy, so all value-making stages were put under the microscope for lean actions plan.
Consequently, I could accelerate achieving desired financials that contributed to EBITDA 2020 and 2021 with AED 6.0M and AED 8.0M, respectively, as an outcome of the spend management and optimized OPEX on all fronts, including but not limited to:
- COGS reduced from 1.6 to 1.4 AED/Case.
- Drastically eliminated 1.8M AED of distribution employment cost while we delivered a growth of 18% in the B2B and 23% in the B2C/DTC e-commerce channels.
- Significantly reduced overtime at work by 60% through implementing a digital transformation plan.
- Implemented an intelligent expansion strategy of fulfillment centers operations that increased storage capacities and speed of item reach, pick&pack, and load-out activities to help implement Quick-Bulk-Delivery service in the future. At the same time, I managed to free AED 7.0M of the CAPEX budget.
- Upscaled On-Time In-Full fulfilled orders rate (OTIF) from 96% to 99.8%.
- Successfully reduced full-year out-of-stock from 2.9% to 0.04%, adding AED 5.7M to the top line.
- Significantly Improved cash flow by reducing cash cycle from 110 to 70 days.
- Saved AED 3.0M out of AED 37.0M of the fleet budget by Improving truck utilization rate from 90% to107% and initiating supplier management
Led the operations of Oman’s largest CPG manufacturing group, spearheaded 350+ associates across all warehouses, DCs, and plant sites; managed categories demand forecasting, sourcing, production planning, production lines,
inbound & outbound, intralogistics to the network DCs, order fulfillment & last-mile delivery - B2B and DTC, and managing imported/exported items plans.
To succeed; I broke silos across the whole business functions by initiating the sales and operations planning- S&OP, where the integrated cross-functional goals helped me - leading my team - effectively and smoothly manage AED 500M working capital to deliver AED 800M revenue, with 16% EBITDA by the end of 2019, and achieve records in several aspects contributed to the bottom line growth, including but not limited to:
-Improved gross margin from 38% to 45% by implementing lean manufacturing and 6-sigma methodologies.
- Developed 10 new essential KPIs to help me monitor the operations performance during rapid business change.
- Significantly exceeded target saving AED 1.1M in logistics costs by working with sales on transforming go-to-market strategy into a Prell-Model.
- Improved plant efficiency from 72% to 88% by implementing four pillars out of 8 of total productive maintenance.
- Successfully reduced production waste by 75%, resulting in an annual saving of AED 700K.
- Reduced out-of-stock from 3.5% to almost 0.0% by designing new supply planning parameters and procedures.
- Improved warehouse and production productivity from 60 Cs/emp.hr to 110 Cs/emp.hr with zero investment.
- Launched new PET carbonated soft drinks line at 80% efficiency, then improved it to 90%in 3 months.
- Reduced transportation costs by 35% by initiating a strategic partnership with a 3PL provider.
- Successfully minimized the working capital by reducing the inventory holding time from 45 to 20 days.
- Re-organized Muscat WH to double storage capacity while saving the company AED 70M green-field project.
•Develop Annual Operating Plan (AOP) for production planning, deployment, safety equipment, stationary spare parts and raw material (RM) department.
•Set my sub departments' annual budgets with coordination with operations director.
•Lead the production planning based on AOP and current needs, taking into consideration all possible constraints in the whole supply chain.
•Set the needed RM and spare parts orders based on MRP and unplanned marketing agendas and communicate orders with purchasing department.
•Follow up with purchasing department the RM dispatching and delivery schedules and quantities to be delivered to right place in right time to ensure best space and time management all the time.
•Keep the lowest days-in-inventory of RM and the most reasonable days-of-supply of finished goods to keep maintaining cash flow.
•Keep good relations with vendors and suppliers and keep communicating with them.
•Anticipate likely sources of foul-ups or delays and prepare backup plans to fix the situation and keep goods moving and supply chain continuing.
•Jointly develop with production manager the production schedule to meet weekly sales demand through supply chain planner program.
•Lead the implementation of international and local productivity initiatives especially that are related to packaging materials and latest technology used to manufacture needed RM.
•Set transportation plans in a way guarantees the lowest transportation costs while keeping the highest Quality to be transported between distribution centers.
•Revise frequently all operations take place in my areas to assure it comply with international health and safety standards and regulations and take necessary corrective actions when needed.
•Coach team and provide constant feedback for them..
•Build team spirit among the team and motivate them by means of personal involvement, designing and implementing suitable financial incentive schemes.
• Develop Annual Operating Plan (AOP) for production planning, deployment, safety equipment, stationary spare parts and raw material (RM) department.
• Set my sub departments' annual budgets with coordination with supply chain director.
• Lead the production planning based on AOP and current needs, taking into consideration all possible constraints in the whole supply chain.
• Set the needed RM and spare parts orders based on MRP and unplanned marketing agendas and communicate orders with purchasing department.
• Follow up with purchasing department the RM dispatching and delivery schedules and quantities to be delivered to right place in right time to ensure best space and time management all the time.
• Keep the lowest days-in-inventory of RM and the most reasonable days-of-supply (DOS) of finished goods to keep maintaining cash flow.
• Keep monitoring raw materials, spare parts, safety tools, stationary and finished goods stocks to eliminate any probability of getting out of stock of any.
• Keep good relations with vendors and suppliers and keep communicating with them.
• Balance between short term and long term goals based on clear strategy.
• Anticipate likely sources of foul-ups or delays and prepare backup plans to fix the situation and keep goods moving and supply chain continuing.
• Conduct weekly meeting with sales and production managers to update weekly production plan based on latest changes and forecast.
• Coach and build capabilities of (WH) managers, production planner and RM supervisors and their Direct Reports to convert objectives into reality.
• Jointly develop with production manager the production schedule to meet weekly sales demand through supply chain planner program.
• Review and analyze production and downtime reports daily, and follow-up with appropriate resources to systematically eliminate sources of downtime related to RM availability or its quality.
• Lead the implementation of international and local productivity initiatives especially that are related to packaging materials and latest technology used to manufacture needed RM.
• Set transportation plans in a way guarantees the lowest transportation costs while keeping the highest Quality to be transported between distribution centers (DCs).
• Revise frequently all operations take place in my areas to assure it comply with international health and safety standards and regulations and take necessary corrective actions when needed.
• Conduct frequently control risk assessment sessions with team and Internal Audit department to mitigate any probable risk at Production Planning, Spare Parts & RM processes cycles.
• Coach team and provide constant feedback for them to keep developing and improving the performance of department personnel.
• Develop staffing and skill building plans for the department areas that directly link to deliver yearly (AOP).
• Build team spirit among the team and motivate them by means of personal involvement, designing and implementing suitable financial incentive schemes.
• Conduct performance appraisal my DRs and ensure it is done for the rest of the department personnel.
• Develop Annual Operating Plan for production and set the department annual budget.
• Set production area key performance indicators and align with organization.
• Forecast the requirements of the production in order to achieve the production target.
• Make most efficient utilization of the available resources for production.
• Lead problem solving activities for production.
• Minimize ‘throughput time’ and ‘work in process inventory’ by systematic production planning and also by very efficient execution of the plans.
• Deal with reducing material handling cost by the use of efficient material handling system and also by using plant layouts.
• Reduce the quality cost with the help of analysis of non-conformances on periodic basis and also by following suitable actions (both corrective and preventive).
• Coach line managers and operators on performing production processes in cost effective and high quality manner.
• Consult with interdepartmental resources concerning problems which are affecting productivity and take corrective action.
• Coach and build capabilities of line managers to convert objectives into reality.
• Jointly develop with product availability planner the production schedule to meet weekly sales demand.
• Review and analyze production and downtime reports on daily basis.
• Follow-up with appropriate resources to systematically eliminate sources of downtime.
• Lead the implementation of international and local initiatives of production process (product packaging, new technology…)
• Utilize visual factory concepts to control and organize work.
• Coach and provide constant feedback for the development and improved performance of production personnel.
• Build team spirit among the team and motivate them by means of personal involvement, designing and implementing suitable financial incentive schemes.
• Develop staffing and skill building plans for the production area that directly links to delivering yearly AOP.
• Work closely with HR for effective implementation of hiring people.
• Conduct performance appraisal of my DRs and ensure it is done for the rest of the department personnel.
• Responsible for the selection, on-boarding and recommending for termination of production line personnel
• Product/pack changeovers
• Product/pack quality
• Trucks dispatched to order
• Ensure product availability
• Plan Development and Execution
• Asset preservation and reliability (plant)
• Hire/fire/develop frontline performers and management team
• Process Capability
• Identify recurring problems for process improvement
• Develop and execute the yearly manufacturing plan to deliver the business objectives (production volume, manufacturing controlled cost, safety … )
• Establish and maintain a standard of performance for the operation. Strive for World Class results
• Insure the alignment of the manufacturing organization with the company vision, purpose and priorities
• Manage the manufacturing operation consistent with the company operating values, & principles.
• Establish individual accountability using coaching and support and performance management process
• Assess manufacturing operations staffing and skill requirements. Develop plans to address needs
• Institutionalize manufacturing Best Practice Tools and Processes.
• Establish manufacturing priorities and allocate the resources
• Ensure product availability in the plant & Warehouses per production plan & ready to transport to DCs & Market.
• Conduct Performance appraisal for direct reports & ensure it is done for the rest of the manufacturing areas.
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