Amr Nofal

*Achieved 38% & 25% reduction in warehousing & fleet operations overheads respectively based on full analysis including standard crew definition, time-motion analysis, revamping processes, materials flow revamp, new RTM & new volumes.

*Developed & led procurement strategy in achieving 2% net COGS reduction (equivalent to around 14 m EGP) in 8-months in 2021 via hedging, localization, direct negotiations & maximizing medium-term contracts.

*Supports clients in reviewing end-to-end supply chain based on current set-up and recommending a future state with the objective of creating added values or making transformations across the chain covering S&OP, demand/supply planning, inbound logistics, outbound logistics, MRP, procurement, custom clearance, new launches and assessing long-term operating plans in terms of OEPX/CAPEX requirements (Main Client: LAMAR for 5-months-2019)

*Achieved quick wins in establishing DSP function and tools along with MRP and setting logistics and storage strategies

*Achieved 13% savings on annualized basis in procurement based on spend category analysis via cutting # of suppliers and leveraging on higher volumes for selected items

*Scope included demand and supply planning, production planning, materials planning, custom clearance for direct materials, R/P mega warehouses & logistics (FG mega warehouses, distribution centers (10), DRP, transportation and fleet maintenance).

*Scale included 100+ SKU’s, 350+ R/P items, 4 business categories (Juice, Milk, Yoghurt and Creams), 3 Mega warehouses, 10 distribution centers, 49 primary fleet trucks and 500+ permanent employees.

*Managed to establish & revamp the entire S&OP process with disciplined and streamlined activities with all stakeholders (sales, export, marketing, finance, manufacturing, projects, procurement & milk supply) championed by demand/supply planning where forecasting accuracy improved (with one-month lag) from 65% in 2013 to 83% in 2016 while maintaining stock covers and product availability by SKU within 97.5% average with improved trend year-on-year.

*Established a comprehensive S&OP sign-off protocol (including export to 3rd party/affiliate; led a successful new launch export juice range to the parent company Almarai in 2017) creating a complete visibility on constraints, opportunities and risk and taking mitigating actions to deliver P&L top line and bottom line targets & operational KPI's in light of major challenges.

*Coped with market dynamics with more than 350 m EGP additional availed opportunities as an example in 2017 as part of S&OP process in light of the challenging economic situation while aggressive working capital targets were met & in the meantime forecasting accuracy was reducing in 2017 versus 2013-2016

*Managed to drive and improve inbound materials lead times (R/P items), freight rates and custom clearance cost consistently from 2014 till reaching 36 days' stock cover in 2017 given 70% of the range is imported through innovative and new processes generating 9 m EGP combined savings in 2017 covering freight, clearance, demurrage and working capital.

*Coached demand/supply planning and MRP teams to develop tools to ensure full visibility over the planning horizon enhancing constraints management, defining supply strategies based on SKU portfolio matrix, integration between processes and faster/more effective decision making including MRP via SAP by 2016 & initiating a full end-to-end APO implementation.

*Sponsored and led key capital projects aiming at transforming productivity & quality standards at inbound/outbound logistics network over 4 years resulting in setting up new 6 DC’s, increasing in-house storage capacity by 10 times, increasing owned primary transportation fleet by 7 times & completing all infrastructure that enabled required productivity and quality standards across the entire value chain- including new racking & handling equipment.

*Achieved year-on-year improvement in logistics processes and KPI’s (including and not limited to: total cost/liter, % of gross revenue, transportation and storage rates) driving positively overall productivity achieving storage synergies between inbound and outbound logistics, transportation productivity via increased trips per day to 1.8/truck and backhauling to 14% & reviewing the entire standard crew in logistics through revamped processes resulting in 21% reduction in permanent head count by end of 2017 versus 2016 while maintaining casual labor at the same level.

*Led Goal alignment program across supply chain as a preparation for LEAN Value Stream:
-Led & coached entire Supply Chain team from management to shop floor to achieve a very successful gate opening for LEAN foundations positioning NEAR region as one of the top performing markets across zone AOA (Asia, Oceania & Africa) in December 2012
-Developed & coached the preparation of the Operational Master Plan where business strategies are translated into priorities, drivers, measures and key milestones
-Cascaded all measures at all Supply Chain levels to drive right practices leading to better and more sustained business results through effective operational reviews leading to improved bottom line improved KPI’s including CSL, SSL, ANTWC & Stock-outs
-Initiated & mobilized a network of Goal Alignment leaders across all SC functions to lead & sustain the program as on-going embedded mindset within the organization driving continuous excellence
-Coached supply chain organization to practice problem solving using DMAIC (Six Sigma) methodology & day-to-day problem solving (400+ initiatives in 2012 across SC organization enabled through a clear recognition mechanism resulting in more than one million EGP direct savings in one year)

*Led & completed a cross-functional team for a Green Belt project titled “Leveraging buying of technical materials at Nestle NEAR” resulting in process improvement and realized savings of 0.75 mEGP over one year- Certified through Six Winners Consultancy- UK

*Incorporated Secondary demand information flow within the region to help proper forecasting and improving dispatching and inventory levels at customers' end as part of Nestle planning-to-produce & order-to-cash E2E processes

*Reviewed and optimized upstream supply chain processes (Supply planning-->Detailed scheduling-->MRP-->Ordering-->Vendor) resulting in better inventory levels and more disciplined planning approach

*Restructured the entire Demand and Supply Planning (DSP) unit to cope with the new business structure with the aim of streamlining processes, maximizing efficiency and ensuring speed-to-market


*Initiated shared accountability of demand plan accuracy with sales team through modifying the sales incentive scheme which helped in improving demand plan accuracy by absolute 4% for the total company (Starting April-2008)

*Developed the entire team of DSP through coaching, motivation and career development in an environment with continuous learning and healthy competition

*Led SCORE Project team (Supply Chain Operational Review End-to-end) - May-Sep'07
-Streams included within SCORE project were: product portfolio optimization, working capital, physical logistics, customer service, economic production quantities at factories, distributor management, bad goods and freshness

*Leading GLOBE implementation team (GLOBE: Standardized business best practices Solution using SAP-Global Business Excellence)
-Defined forecasting strategies and methodology for developing consensus demand plan
-Defined supply network including distribution planning strategy across DC's and replenishment polices for all products plus modeling detailed factory constraints
-Coached and led local & international team members to provide timely deliverables of all project phases with the highest quality

*Led the DSP team to achieve company corporate targets: Demand Plan Accuracy, working capital and product availability through timely action plans and regular coaching, monitoring and altering actions plans whenever required

*Led intermarket supply planning function and coached the team to handle this function for Nestle NEAR acting as producing & receiving market across different countries

*Developed a task force team to improve demand plan accuracy for Ice Cream and Dry Goods divisions by 5% points in one year: 2005 versus 2004 while improving working capital with more than 15% in one year.

*Provided decision support for long term investment in company’s assets including production lines and additional storage capacity.

*Implemented the whole demand/supply planning process in the company in terms of process and system for Ice Cream, Nutrition and Grocery divisions with strong alignment and commitment of business partners from factories and generating demand teams right after a customized training at the head office in Switzerland.

*Reduced working capital for dry goods finished products by 40% in seven months (2003)

*Interviewed, hired and trained staff for handing over demand & supply planning functions for dry goods & Ice Cream divisions.

*Supervised warehouse operations making sure that best practices are followed regarding optimum materials handling, minimizing loading/unloading time, hygiene and shifts organization.

*Managed a project for maximizing warehouse utilization including design, contracting suppliers and following up until completion.

*Worked out an inventory control system that reduced the working capital by 50% in one year generating savings of approximately 0.35 million Egyptian Pounds (Year 1999)

*Managed and reviewed weekly planning cycle including master production scheduling, MRP calculation, issuing purchase orders to suppliers, revising production figures to avoid stock out, and follow up with suppliers to ensure on-time delivery of raw materials.