Co-Founder & General Manager; Startup, Board Member
Ajeek
مجموع سنوات الخبرة :15 years, 3 أشهر
Develops a strategic plan by studying technological and financial opportunities; presenting assumptions and recommending objectives.
•Accordingly, accomplishes subsidiary objectives by establishing plans, budgets, and results measurements (KPIs); allocating resources; reviewing progress; making mid-course corrections.
•Maintains quality service by establishing and enforcing organization standards
•Oversee and monitor daily operations.
•Major Achievements:
•HR: Building all the internal policies and procedures for the company
•Fleet Management: *Established the entire inbound and outbound processes to ensure orders delivery according to KPIs. *Implemented the free lancers initiative to help saving the cost and increase the efficiency ~ overhead cost reduced by ~ 30 % and drivers’ performance efficiency increased by 45 %.
•Sales: initiated the sales strategy including the KPIs to drive the business and built the incentive scheme for the team. Results: *signed around 350 vendors in 2017, * Achieved 2017 target (200, 000 orders), *Key Accounts Mgt. System.
•Accounting & Finance: *established the accounting tree for the company, *built the financial reports to better management of the cash flow.
•B2B: initiated the project of LMD (last mile delivery) through system integration with Ajeek’s key vendors, building the right operations process and the proper financial cycle which derived to 72 % of companies target in 2017.
* Key Responsibilities:
- Develop and deploy supply planning strategy to support business growth
- Developing and executing plans to ensure that supply planning capabilities are in place in line with business strategies (Supplier Qualification Mechanism / Transportation Systems / Warehousing Capacity, Supplier / Distributor / Goody Planning Capability and capacity, Systemic Setup / all related functional requirements).
- Developing and deploying plans to build supply planning mastery within Goody, suppliers and distributors.
- Leading performance appraisal and development of supply planning team.
- Influencing and presenting strategic ideas to functional and business management.
- Ensuring cross functional and organizational alignment of strategic and operational plans among Goody.
- Ensure continuous improvement of all the planning processes and enhance all the supply planning KPIs.
- Develop an inventory control system and revise the inventory planning attributes to efficiently manage the inventory
* Major Achievements:
- Managed to mitigate the risk in the Mayonnaise (2nd big category in Goody) supply challenge by re design the entire planning process including demand planning, enhancing the production planning capabilities with the supplier and restructure the supply and logistics processes to meet the sales forecast. Leading to 97 % availability of the category (Value Target Achieved) - May 2015
- Established Jabel Ali WH supply Network model including the following:
--Managing the communication loops with all concerned stakeholders (Sales, Logistics, Accounting, Suppliers and distributors).
-- Release the shipment forecast and align the production with the suppliers
--PIPO plan (between Saudi Warehouse and JADC)
-- DRP Structuring
-- Upgrading the model to ease its use while implementing to KSA local market
- Improved order management tracking & efficiency system upon the below deliverables: *Automated Report, *OTD (on time delivery) ~ 90 %, *OFL (order fulfillment) ~ 98 %.
- Enhanced the efficiency of order management process with Suppliers & Distributors (KSA, IM’s) resulted in achieving the sub KPIs as follo *Orders placed on-time~ 95%, *Inventory gap due to wrong orders quantities = 0.9 %, *OOS due to wrong orders quantities = 0.3%, *Orders Cycle Summary for Distributors =100%
- Established the supplier management process to improve reliability, capacity and availability. Results: *suppliers production on-time = 84%, *capacity on-target = 90%, *% OOS due to supply issues = 0.43 %, *productions reliability = 80%
- Implemented crop timing/yield Mgmt. Process., $$
- Designed & implemented an improved inventory management processes (Export, NMI, Customization, and Hedging). Results: *% SKUs within inventory target-85%, *Goody DOH = 10 Days (40 % improvement), $$
- Improved the PIPO management process. Results: *OOS due to PIPO failure < 0.25%, *Remnants due to PIPO Failure; 3%
- Initiated a project to Automate all the planning cycle starting from demand to include all the product cycle till covering the outbound logistics (Distributors warehouse) with SAP ~ process of requirement analysis and collection.
* Key Responsibilities:
- Developing the monthly production schedule by using detailed capacity planning to meet the production targets.
- Developing the monthly/weekly materials plan by using MRP to meet SEO’s production plans.
- Recommending the detailed capacity expansion requirements by using sales forecast, machines demonstrated capacity, actual production to meet SEO’s business planes/ production plan.
- Minimizing demurrage / product shortage by using Material Requirement Plan (MRP) / shipment and production simulation to meet the target production volume.
- Re-plan /reschedule production based on new evaluation of the impact of logistics change proposals and cost saving to ensure agreed production and volumes target are met
- Preparing and present actual monthly production performance versus planned with justifications by recording actual daily production to ensure monthly plan is met and raise any issues for immediate corrective actions
- Plan for new / changes of products by using MRP, MRP II and RCCP to meet the agreed production volume and timing
- Preparing & chair the weekly production meeting to agree and align production plan with demand requirement.
* Major Achievements:
- Managed to mitigate the risk of losing 30 % of carton supply capacity in a way not to affect the production sustainability by increasing the lead time by 60 % (5 days instead of 3 days) and increase the safety stock by 30 % (4 days instead of 3 days) - SKU level. - July 2014
- When the ministry of labor started to regulate the labor force in the market, we faced a shortage of 35 % of our production capacity. Priorities set with concerned departments (management, finance, sales, marketing and production) to cover the expected gap in Value $ by producing the high value SKUs and focus all the activities achieve the targets of these SKUs resulted in achieving the company targets in terms of Value $ - November 2013
- Managed to prepare a proposal of “SKU Unifying Project” by trying to minimize the number of SKUs in the factory by unifying the common specifications in one SKU instead of many. As per the proposal, this can help to save around minimum of SR 10, 000, 000 annually - August 2012
- Managed to minimize the Write Off cost from 2 Million Saudi Riyal to SR 300, 000 by producing the old packaging material instead of scrapping after Marketing Approval - September 2012.
* Assisting the department manager in handling the production planning process as there was no Production Planning manager.
* Acting as production planning & control manager by mid of 2011 and handling all the responsibilities of production planning & control manager (mentioned above).
* Major Achievements:
- Managed to Build all the planning attributes in OPM (Oracle Process Manufacturing) in the building phase of the System in AFIA International Company - 2010
- Achieved two historical production records in AFIA Factory: (39, 269 MT in March 2012) and (39, 937 MT in June 2012) by securing all the required material, minimizing the changeovers on the production lines (efficiency of 98 %) and maintaining the morale of people in a high level within the production.
- Managed to save around Two Million Saudi Riyal (SR 2, 000, 000) by preparing a simulation model for demurrage calculation of the coming shipments by controlling all the related factors (storage capacity, sustainability of high production rates and enhance oil transporting capabilities) ending up with Zero Demurrage Achievement - June 2011
* Contribution in building the process of the department (Re-Engineering) and make sure all the transactions are handled according to the process. (Design and Control)
* Contribution in choosing the appraisal companies (Decision Making Problem)
* Monitoring the Cheque issuing process for all transactions.