Operations Manager III
Amazon
Total years of experience :9 years, 6 Months
An American e commerce company based in Seattle, Washington, that was founded by Jeff Bezos as the largest retailer on planet earth as measured by revenue and market capitalization, and second largest after Alibaba Group in terms of total sales, managing more than one million different products starting from medical supplies, food products, consumables, home and leisure, heavy and bulky, soft lines, media, hazmat and CE for both retail and FBA sellers. A total of 563, 000 employees and still growing. It is always day 1 in Amazon.
• Building and managing mechanisms for managers to maintain a healthy and smooth inbound and outbound operation
• Improving productivity TPH and UPH benchmark targets under each process path and reducing GEN operational costs
• Implement & managing daily operational flow, VOA, GEMBA, 5S, ADAPT, PMVs, Kaizen, LP, daily deep dives, and WBR
• Building inbound support services & outbound problem solve processes to improve business and customer experiences
• Planning and managing full peak readiness targets to meet actual spikes for IB/OB operations and supported functions
• Managing big push and big gulp in meeting the daily and weekly production targets while maintaining healthy backlogs
• Managing the customer return operations and meeting the SLA targets and TPH targets to improve customer obsession
• Managing vendor return operations in reducing deadwood inventory and improving heat map and capacity target levels
• Rodeo and collate management meeting CPT shipping timely targets & reducing DEA misses for middle mile & last mile
• Managing and improving actual arrivals vs. NCNS for vendors and sellers and meeting S&OP weekly forecast plans KPI
• Strategies in improving teams & individual performance such as SOS/EOS routines, daily engagement and connections
One of the most highest operations in Saudi Arabia, filling the departmental demands of each branch efficiently, inbound and outbound stock control of 20, 000+ items from main stores to sub stores on a high daily operation level, cost reduction strategies, reducing manpower and outsourcing plans, creating policy and procedures, SOPs, WMS management & barcoding label management solutions, procurement process re-engineering of each department type, logistics route solutions and management of all centres and hospital, completing and managing the min max levels under each organization linked to its departmental level and warehouse level, Tender management on food products, construction sites, medical equipment, medical supplies, medication and general purchasing, improving oracle processes on better solutions, lean management and shared services, SC management on PMO projects from A to Z.
• Reducing 17% of the overall cost in medication & medical supplies to long term deals that includes promotions as well
• Improved 53% on the re order daily management, food products served to its patients and cafeterias of each location
• Completing the min max project from scratch for all departments that links to patient room level and warehouse levels
• Creating new supply chain policies, contracts & procedures (SOPs), adding new Oracle processes generating new data
• Reducing 30% of operational cost between warehouse & DSFH centres by revising motional READ and labours counts
• Improved unload receiving stage 1&2 and tracking temperature control from start to end point under each department
Managing warehouses and distribution centres full operation for the raw materials & finished goods around the kingdom Logistics management on all locations and end customers, distributors, retailers, sales branches and the internal chain operations, Inventory & FEFO management, maximum capacity production/supply chain plans to fill the sales demands, KPI management on the full supply chain operation stages, capacity & transportation, Cost reduction strategies, Preparing new policy procedures of the whole supply chain operation stages, work flow processes and steps for each location, documentation processes, SAP system management, Mapping & developing the operation teams to a better control.
•Improved the daily transportation network routes by 21% and decreasing the number of trips by 50% of the daily ops
• Reducing 15% on warehouse manpower operation ramps ups, ramp downs while maintaining productivity and quality
• Managing the near out of stock raw materials to immediate production which prevents scraps and losses to business
• Managing three different FEFO plans on four different channels which reduced expiries and improved sales demands
• Managing maximum production capacity plans vs warehouse capacities which increased sales around 15 - 19 percent
• Solving the supply chain gaps on ground by recreating right procedures and re configuring the SAP & MIRNA sys links
• Linking MIRNA & SAP systems that improved the efficiency operation between salesmen dealing with branches & DCs
• Managing lead times efficiency to meet production demand new changes & keeping warehouse expiries less than 1%
Managing over 12 warehouses with its full operations and improving the efficiency of quality, safety and productivity on all loose products in different industrial fields such as medical supplies, food raw materials, electronics, furniture, retail products, automobiles, chemicals, plastics, cement and electricity products. Managing 100 40/20 ft big truck deliveries on an average daily basis, managing maintenance and fleet operations internally/externally on project sites. Managing the full logistics operation process & yard inspection of TUSDEER FCL & LCL 40 ft shipment containers starting from terminals to scans to stripping inspections to 3pl warehouses to end delivery distributor warehouses.
• Increased the number of trips for each truck between 30% - 40% based on the number of hours of each project plan
• Improved driver’s efficiency meeting KPI performance target levels through training development, 1:1s & engagement
• Increased our operation logistics services efficiency volume by 33% after revising the capacity for each auto type load
• Improved the SEA port terminal process, inspection yards FCL & LCL shipments that increased our revenue 30% YOY
• Managed the TUSDEER operations warehouses and logistics for customers as Abdul Lateef Jameel, Ecu Line, DB. Etc.
• Managed 3pl WH, roll on roll off, operation service ground, end customer deliveries, terminals, reach stackers, forklifts.
Analysing logistical & supply chain problems and producing new solutions - Design or implement supply chains that support business strategies adapted to changing market conditions - Cost reduction strategies - Custom Clearance Management, Re call Management, ERP Supply Chain solutions - Global Purchasing, Managing re order levels and negotiating prices and terms with suppliers while maintaining best service & quality - Design and develop warehousing & Logistics strategies -Increasing distributor management supply chain efficiency - Solutions on increasing the non-movement items linking with sales, Showrooms - KPI management in inventory aging, Inbound Outbound operations, forecasting, procurement ( quality, costs, lead times, after service ) and team operations.