عمار عقلان

Leading the development of the 2025 strategy to redefine the company as the health care integrated echo system, and to
have the Omni Chanel(including the e-commerce) as an integral part of the total business integrated strategy .

Establishing a new business line as a health care service provider, by building a new company (A separate entity) under a new brand name “Nahdi Care” with a full outpatient concept.
taking a ful P&L responsibility.

Leading +1200 stores(Pharmacies ) across the kingdom with +6000 employee to deliver +SAR 7 billions, and to insure a high NPS score as a key indicator for customers satisfaction.
importenetly, maintaining a sustainable EBITDA frowth.

Setting the strategy and leading the stores Operation for +800 pharmacies in +120 cities across KSA, to support a revenue of +SAR 6 billion. With headcount of +6000 employee . -Responsible to design and develop the operation strategy and road-map to transform the stores operations from a traditional retailer to a modern retailer and to be among the best in class. - leading 6 General Managers to develop the required Tactics and objectives to deliver the company’s strategy “ Be and be recognized as the pioneers in helping the community live a healthier and more beautiful life “, and to ensure being a 5 Min distance from 90 % of Saudi population . -Leading the stores remodeling Project to change and upgrade the stores to reflect the modern retailer image, with the right layout and fixtures to give the customers the look and feel experience. -Leading the region's GMs to improve the company’s sales growth and improve the stores profitability. Leading improving the team capability and creating the high performance culture end efficient operation.

OVERSEE SUPPLY CHAIN FOR SAR 5 B COMPANY .
-Transformed supply chain from a traditional to a fully integrated, world-class company by managing by objectives, and well defined policies and procedures, and related KPIs
-Instrumental in creating company’s 5-year business strategy to achieve significant improvements in cash to cash cycle. Member of Executive Team responsible for supply chain Balance Business Plan and Balance Business Strategy; reporting to the CEO. Promoted to VP - Supply Chain in only three years.
•Leader in Driving Worldwide S&OP - Provide leadership in driving collaborative Worldwide S&OP initiative to create differentiation . Extensive experience leading complex supply chain projects.
•Oversee SAR 550M in Assets & Control SAR 40M Budget - Oversee SAR550 million in assets being processed through the system per year and control a SAR 40 million budget. Successfully increased profitability (bottom line) by +200% across 5 years.
•Set Supply Chain Strategy & Cut Operation Expenses to 1.52% Vs. 2.53% of Sales - By setting supply chain strategy, aligning corporate strategy, and leading Supply Chain transformation: Cut operation expenses to 1.52% versus 2.53% of sales. Increased throughput 21%. Increased people productivity 68%.
•Built & Direct World-Class, High Performing Supply Chain Management & Planning Team - Direct team comprised of Logistics Operation Director, Distribution/clearance Manager, 3 Supply Planning Managers, S&OP/Demand planning Manager, Projects Planning Manager and Cost Analyst. Built world-class team with a majority of staff being promoted to higher-level positions under my leadership.
•Delivered Cutting Edge Training including Kaizen & 5 S - Provided training on supply chain fundamentals, leadership, change management methods to drive continual cost savings, and continual improvements programs e.g. Kaizen, 5 S.
•Implemented SCOR & Designed Supply Chain Processes, and designed end-to-end supply chain processes .

-Managing 4 operation sites with a size of 40 K SM, with more than 20, 000 SKU's.
-Leading a team of 6 managers who are responsible to manage 400 employees.
-Creating the distribution department and applying the Routing strategy in a way that provides the best efficiency of the distribution for +400 outlets,
-Creating the suitable documents flow to ensure applying the best practice for the internal control which resulted to deliver 100% POD.
-Developing all operations P&P ./process flow.
-Applying the bin location strategy and Zigzag picking roll in the WH's operation which helped to improve the picking productivity /order fulfillment by more than 30% .
-Applying using the international bar code instead of the local bar codes which helps to deliver a saving around 200 K SR per annum/and delivery time by 10% more
-Changing the Cosmetics WH lay out for better optimization which helped to increase the WH capacity by more than 40 %.
-Leading the change management to transfer the work environment from a traditional work to a professional work environment with a world class measures by applying the best practice processes/KPI’s.
-Managing/controlling a budget spending worth’s of 40 M SR .
-Creating the Safety and Health Environment department and applying the best practice of the safety program to ensure a safe work environment.(Achieving 1 M LTA (YTD).
-Aligning the resources with requirements and developing the appropriate organization structure with all related job description .
-Establishing the 5 S/KAZAN program to improve the work environments.

-Managing a manufacturing site for a confectionary & Snacks products (30 SKU's ) with headcounts of 74 employees.
-Implementing/leading the system changes to switch from a traditional system to professional systems.
-Establishing the appropriate team structure for the plant.
-Leading 5 departments head, Production, Maintenance, Supply planning, WH’s and QA/QC.
-Developing the plant budget .
-Developing the SOP's, process mapping for the operation.

Handling different roles and responsibilities across supply chain funstions in Yemen and Saudi Arabia with Procter &Gamble