abdullah aslam

Leading complete project life cycle of supply chain transformation for Pakistan, Malaysia, and Vietnam. SC transformation
for Friesland Campina is aimed to deliver a Lean and Agile organizational setup which is more integrated and responsive
to meet the changing commercial needs.

Head of Plan and Deliver SC is an integral position for business working as a bridge between all operational interfaces of value chain. Key responsibilities include business and supply chain Planning, Logistics and warehouse operations and Distribution Replenishment planning / execution.

 Strategic alignment of Royal Friesland Campina ways of working and Engro foods: Integration of processes and systems in S&OP, SC planning, Logistics, warehousing and distribution post acquisition. Engro Foods turned out to be the only operating company to score 3.5 (strong supply systems) in baseline TIP scan of S&OP post acquisition.
 Distribution Network optimization: Extending maximum support for sales transformation, worked out multiple distribution network scenarios to conclude optimum route to market. New distribution setup plans aligned with RFC global RTM office and roadmap set to deliver savings of more than 2M Euro annually.

Heading all operations of manufacturing site for UHT, juices and milk fat products.

 Maintained industrial peace while closing charter of demand for two spurts. Formulated and implemented long term unionized staff strategy for sukkur site.
 Led the production site operations during consecutive BRC and ISO certifications and Re-certifications
 Managed to reduce overall manufacturing losses to minimum since inception (less than 0.6%). Energy and water conservations projects delivered ~ 2M EUR savings in bottom line

Heading services department of Engro foods supply chain with multi tier vendors for packaging and material supplies.

Lead multiple projects for SC productivity and cost efficiency like warehousing optimization, variable contracts for warehouse, capacity de-bottlenecking and logistics infrastructure improvement.

Lead supply chian planning function then moved on to head logistics operations.

 Lead multiple savings and turnaround projects in logistics and warehousing (Reverse Logistics, Fleet utilization, Route optimization, pelletized shipment, Fuel GST refund, Pellet redesign) resulting in savings of more than 250 M PKR per year.
 Reduced warehouse and logistics losses to less than 0.005% and improved stock and batch accuracy to 99.2 %
 SAP Warehouse Management system - Lead the team working on implementation of WMS in ice cream and dairy portfolios.

Joined as production manager and moved on to supply planning within Unilever.

 Successfully managed ever evolving supply chain complexity of personal products business with 108 SKU’s, 500+ raw & packaging materials, Two Tier supplier management and multi-step production process.
 Supply Chain Lead for launch of 10 SKU’s of new product ‘Clear’ in the Hair Care, with product fulfillment of 98.9% in the year of launch.
 TPM - Lead Focused Improvement (Kobetsu Kaizen) pillar of TPM (Total Productive Maintenance) Data analysis and prepared road map for sustained increase in OEE (overall equipment efficiency) by reducing breakdowns, minor stoppages and quality defects.
 Output Reliability - 70% reduction in incidents of plant outage due to unavailability of soap base compared to 2004 due to 60% reduction in plant breakdowns of soap processing.
 Inventory Accuracy - Implemented the Daily cycle count activity in the Dept to bring the stock accuracy level to 98+ percentages.
 Restructuring - As part of core team at shop floor successfully managed restructuring drive - 60% management and 40% Factory staff reduced while maintaining Departmental performance level.