Modern Trade Sales Operations Manager
Almarai Company
مجموع سنوات الخبرة :31 years, 5 أشهر
Performing a pivotal Operational role within Retail Stores for the Sales Distribution and Logistics function in the world’s largest vertically integrated dairy company, which also operates in Dairy. Beverages, Bakery, Poultry, and foods categories.
Driving Sales and Improving Operating Standards in the market place. Continually providing the business with unique insight in retailer and consumer trends. Advising, supporting, and influencing retail partners at senior and middle management level on delivering joint business plans, while maintaining a solid grounding supporting operations teams in the field.
Responsible for planning, and executing the Modern Trade strategic plan through challenging KPIs and nurturing talent to meet growth expectations in the 5 year plan. Managing dispersed teams of over 3000 field merchandisers, ensuring service levels are met and continually improved.
Operating at Executive Level to guide the strategic operation of this retail business, with oversight of Store Operations, Trade Marketing, Buying, Merchandising, Supply Chain, HR, and Finance business functions for the convenience format.
Managing an ambitious store opening plan to deliver a new format of convenience stores, achieving 250 stores within 20 months. LFL stores achieving 20% sales growth.
Selected by CEO to accelerate the delivery of the new 200m2 convenience stores by coordinating efforts of diverse teams (acquisition, store opening, HR, brand marketing), facilitating the opening of 100 stores in 2014
Headed the steering committee for range selection within the trade marketing setting, with deep analysis of sales, performance, availability, vendor performance and shrinkage control.
Instrumental role in managing standardisation of planograms within the convenience format. Set up pilot stores with support of planogram team, regional merchandising field support and operations teams. Monitored the sales trends, re-evaluated the range to optimise the line-up for sales and wastage control.
Collaborating with the Supply Chain Director to devise and deliver a new supply chain management strategy for the convenience division, gleaning best practice from UK convenience retail contacts
Rationalising and restructuring teams for the convenience format in line with store performance, driving cost savings of 5.8% through this and other efficiency measures
Project Managed Store Openings and upgrades to meet challenging deadlines
Championing and communicating overall vision to regional and field staff to ensure all stores are run efficiently, with a strong emphasis on customer focus, and changes in business process.
Shaping, implementing, and ensuring compliance with robust policies, systems, and processes
Training, coaching, and mentoring teams to achieve defined KPIs and exceed competency targets
Passionate about the need for Saudisation, and on-going development to encourage engagement, and reduce labour turnover and improve attendance.
Defining and monitoring compliance with regional loss prevention standards to achieve inventory integrity and meet shrinkage targets
Initially promoted to transform performance of 29 hypermarkets across Central and Eastern regions, encompassing a sales space of 190, 000m2 and representing half of APU’s hypermarket format stores
Accountable to the CEO for devising and delivering the regional business plan, setting and monitoring challenging annual sales, profit, and operating budgets to support expansion and strategic growth
Leading a team of three Regional Operations Managers and 29 Store General Managers (GMs) to guide, train, engage, and motivate 4, 500 retail staff
Constantly reviewing Marketing behaviour trends and adapting the store formats to deliver higher sales intensity.
Selected by the CEO to turn around an underperforming region within three months, delivering 20% LFL growth and driving 10% plus operating cost savings from expenses
Played an active role as part of the Operations Division leadership team, steering group strategy and devising and delivering robust annual business plans and targets to drive successful growth
Managed the performance of eight hypermarkets and a supermarket across Saudi Arabia’s Eastern Province, optimising return on investment from 50, 000m2 retail space
Led eight Hypermarket GMs and a Supermarket Store Manager to manage a regional resource of over 1200 multi-cultural team members
Restructured and mentored the team to achieve unprecedented growth, with two of APU’s three top stores found within Eastern Province, and one GM recognised as 2011 Store Manager of the Year
Positioned the region at the top of the table from fourth place out of seven in 2011 on the basis of budget, LFL sales, and bottom line, positioning APU to maintain the largest share of the Saudi market
Achieved record LFL sales growth by raising in-store standards, over-delivering KPIs for availability, customer count, basket size, mystery shopper, employee satisfaction, and shrinkage
Led the ground-breaking Saudisation talent development programme, coaching and mentoring 17 Saudi staff to secure management roles, improving APU’s CSR and compliance with employment law
Successfully engaged and motivated all staff to achieve the lowest local labour turnover in the country
Retained following APU’s acquisition of all Geant stores in Saudi in 2009, tasked with managing associated business and cultural change resulting from the takeover
Delivered over 10% LFL growth in 12 months and achieved an 8% increase in customer count
I was hired to open and manage the flagship Mall of Arabia Store in Jeddah. In this position I was responsible for setting up 12000m store.
Promoted to regional manager with oversight of three hypermarkets and 1 supermarket in Western region. I was involved in the early stages of the integration of Géant into Panda during the acquisition.
Headhunted to assist with the expansion of 3rd store in the company portfolio, and after successes in opening was transferred to turnaround underperforming flagship store in Tahlia.
Recruited to manage one of three stores in Jeddah. Identified significant opportunities in migrating from manual based ordering to a more systemised approach to shelf availability and display standards. Leading commercial and marketing activities for the group leading to increased rebates and display income.
Makro Self Service Wholesalers Ltd., UK
Working alongside Marketing teams, this was a pivotal role in identifying customer behaviours in the market. Increasing the
Senior team role: Responsibilities over the time with Safeway included operations, customer service, bakery production, fresh food management and stock control. Specialist departments under my control included fresh food, in-store restaurant, post office, and pharmacy.
University of Stirling Taught Modules in: Marketing, Supply Chain, Managing Change, Managing People, Finance, Buying & Merchandising, International Retailing, Locational Strategy, Retail Context, Retail Strategy. Dissertation Title: The Impact of Women Working in Retailing in Saudi Arabia
Retailing, Retail Operations 2011 – 2013 University of Stirling Taught Modules in: Marketing, Supply Chain, Managing Change, Managing People, Finance, Buying & Merchandising, International Retailing, Locational Strategy, Retail Context, Retail Strategy. Dissertation Title: The Impact of Women Working in Retailing in Saudi Arabia