Demand Planning Manager
Signify (Formerly Philips Lighting)
Total years of experience :12 years, 8 Months
Category - Lights, Electrical and Electronics
• Demand planning and forecasting for the Professional channel with an annual
turnover of $300M+ for the Canadian market for product categories Philips
LED, Philips Hue Connected, WIZ.
• Lead the monthly demand reviews with sales and category team and present
the executive summary in the ESIOP meeting to Leadership Team.
• Utilize tools like SAP APO, IBP, Helios BI to develop short term and long term
forecasts and discuss/align with sales team. Track the monthly shipments, align
on constraints to deliver projects as per timeline.
• Review historic sales trends, research demand drivers, prepare forecast data
for project deliveries.
• Lead the Customer Engagement Program for Key Accounts with a
collaborative approach supporting the demand/supply management.
• Coach and lead a team of 4 planners (supply and demand) and reporting to
Head Supply Chain - Americas.
Category- Water, Frozen Food, Ambient and Frozen Bakery, Fresh Juices, Dairy.
• Forecasting - Annual Aggregate and Monthly Forecasts generation,
Implementation and Monitoring for variance across 5 countries for Water,
Food, Beverages, Dairy, Trading and Municipality, Exports Business Units with
combined 1.5B AED Annual Turnover.
• Lead S&OP Meetings with internal and external Category Directors and Sales
managers. Review category wise performance, track and explain the variance
in term of sales performance versus outlook, share findings and analysis.
Present the monthly outlook to Senior Management.
• Review historical sales trends, research demand drivers, prepare forecast data
/ analytics, develop statistical forecast models, and evaluate forecast results.
• Provide input to the Supply Planning organization in developing inventory
strategies on existing items, new products, and product phase-outs.
• Closely coordinate and communicate customer action plans with supply
planning.
• Monitor Ageing, SLOB (Slow moving and obsolete) stocks and devise
pro-active plans for liquidation to reduce inventory risk.
• Coach and Mentor the Demand Planning team and develop interns for future
full time roles.
Key Achievements:
• Launched S&OP Business Planning Cycle for New Businesses into Agthia and
integrated their processes.
• Negotiated SAP IBP (Integrated Business Planning) Tool with vendors (cost
reduction of 15%), Designed Tool features, Launched and Integrated into
Agthia with Go-Live.
• Improved Forecast Accuracy of entire business from 54% to 78% within first
4 months of joining, thus resulting in savings of at least 25M AED in inventory
control/ reduction.
• Developed new Business Planning Cycle and streamlined key processes
related to S&OP - Demand Planning, Promotion Planning, SLOB management,
Discontinued SKUs Phase in/out.
• Developed various Excel Analysis tools with automation like S&OP Planning
Master file, S&OP Dashboard, DPA Failure Analysis.
Category - Spirits, Wines, Beer, Champagne, Cider, Coffee
• Forecasting - Forecasts generation, Implementation and Monitoring for
variance for over 10, 000 SKUs across 6 countries for liquor (Spirits, Wine,
Beer, Champagne), Costa Coffee, Leisure Retail products.
• Develop demand plan and share forecasts and forecast reviews for Spirits,
Wines, Travel Retail & International Markets & Report on the Forecast KPIs of
agency managers to the business.
• Develop stock replenishment plans for 40 sales channels across 4 DCs
including Duty Paid and Duty Free warehouses based on inventory stock levels
vs ideal stock levels vs capacity.
• Maintain item master and logistics database for 11 different companies across
6 countries with 30, 000 SKUs.
Key Achievements:
• Optimized Key channel forecasts as per trend totaling 20k 9L cases (20M AED
Value) during April-Sep 2019 for Wines/Spirits/Travel Retail sectors.
• Consistently maintained 99% database inconsistency accuracy YTD.
• Reduced “C” class items stock holding in Duty paid warehouse by 50% vs LY
while improving Service level from 69% to 91%.
• Developed S&OP strategy and process for Omni channel sales.
Procurement Strategy & Budgets, Demand Planning, Import Logistics, Inventory & Category Management
• End to End Supply Chain Specialist for 6 FMCG brands with 1000 SKU’s - Food Products, Cosmetics, Household Items, Kitchenware and Coffee Machines with annual procurement budget of 50 Million AED directly reporting to GM -Operations.
• Vendor Management: Manage and monitor procurement activity with local/overseas suppliers. Share Purchase Orders and follow up on all orders based on rolling forecast.
• Demand Planning (Annual Aggregate and Monthly) for over 1000 SKU’s, Procurement Budgeting Planning, Implementation and Monitoring for variance.
Ensure accurate planning and develop Forecast for regular/promo items with Trade/Sales teams. Collaborate with Sales and Marketing to incorporate current and long-term market intelligence/ new products introductions into the demand plan at product, customer and market levels
Drive demand planning meetings for S&OP planning and execution. Track and explain the variance in term of performance versus outlook during demand reviews, share findings and analysis.
Analyze and communicate internally for all supply related issues.
Co-ordinate closely with Warehouse and Customer Service for receipt, delivery of goods.
• Category Management- Maintain database, develop phase in/phase out strategies and Discontinued/New Launch strategies.
• Inventory Management - Inventory Controller, Manage Landed Cost Variance, ABC classification, Sales and Order Forecast Accuracy, SLOB liquidation, Working Capital adherence.
• Reverse Logistics Process - Monitor and manage reverse logistics and returns process with Root Cause Analysis to reduce returns.
• S&OP - Lead S&OP process with Marketing, Sales & Finance. Continually monitor and facilitate promotions planning, co-packing activity, Door wise sales monitoring.
• Develop continual supply chain improvements and implement with cross-functional teams.
• Develop Oracle and Business Intelligence (BI) reports for senior management.
Key Relationships: Supplier Principals, General Manager Operations, General Manager Trade, Head of Trade Marketing, Trade Marketing Managers, Finance Team Lead, Warehouse Supervisor, Customer Service Supervisor.
Key KPI’s:
• Sales Forecast Accuracy
• Inventory Ageing %
• Out of Stock %
• Inventory Closing Value and Cover
Achievements:
• Reduced Landed Cost Variance to less than 5% by involving strategies for consolidation and logistical improvements.
• Improved Supply Chain for a coffee brand from 70% value in 0-3 months ageing to 97%, with 95% forecast accuracy. Reduced Expired products by 96% vs. LY.
• Improved Overall Forecast Accuracy from 45% to 78% while reducing Out of Stock from 16% to 9% and improving Inventory Turns.
• Optimized Pallets Quantity with aggregate reduction of 32% while achieving sales targets.
• Improved Ageing stocks of 0-6 months from 65% to 82% by liquidation, channel wise sales analysis.
• Regularly liaised with Dubai Municipality for shipment clearances and regulatory requirements.
• Developed Database for all 1000 SKU’s for Category Management.
• Developed SOP’s for FMCG procurement process and As-Is and To-Be Process Maps. Conducted Root Cause Analysis to resolve various operational issues.
• Action Learning Project:- Market Research/Analysis for potential demand for warehousing/logistics activities, Suggest Market Entry Strategy and Go-To- Market Plan.
Appreciated for my critical thinking and research analysis by Mr. Chadwyn Tann, GM Strategy at Toll.
A market analysis for the potential of a 100, 000 sqm. warehouse in the west of Singapore assessing potential demand within Singapore and the evolution of the wider Asia Pacific landscape for Shopping and Speciality sector. The project also requires doing a Gap Analysis of the logistical needs of this sector and submitting a Go-To-Market Plan suggesting a clear road map with tactical action on how Toll can expand and provide these offerings.
• Applied Research Project:- : Approaches and Analytical Techniques for Customer Segmentation in a B2B Market Scenario
Appreciated for this project by Dr. John Gattorna, Supply Chain Thought Leader.
The project consisted of a detailed literature review on the B2B customer segmentation techniques and Customer Intelligence Analytical Methodology including Customer Lifetime Value, Voice of Customer Analysis and Customer Scorecard. The project also included detailed analysis of various Analytical Methods like CHAID Algorithm, TURF Analysis, RFM segmentation and Cluster Analysis.
Senior Officer in charge of Marine Operations on Foreign Going Ships.
• Forecasted, analyzed and maintained ship's spare parts and bunker inventory costing USD 50, 000 using RDRM system. Utilized Pareto analysis, safety stock calculation and Risk analysis to order spare parts and fuel bunker inventory.
• Monitored more than 400 critical engine parameters, conducted trend analysis and initiated remedial maintenance action plans.
• Actively involved in Dry Dock Project of M/V Cornelia Maersk worth USD 0.5 million. The project involved advanced planning, team management, resource management in co-ordination with Dry Dock and Regulatory Authorities. Supervised a team of 20 Chinese workers to complete the overboard valve fitting of ship M/V Cornelia Maersk in Shenzhen, China.
• Pro-actively reduced the generator exhaust discharge by 7 % confirming to MARPOL Annex VI Air Quality Standards.
• Applied process improvements to achieve 95% efficiency in fuel bunker line by increasing throughput and mechanical efficiency and reducing bottlenecks in the fuel flow.
• Present Engine Running Status Reports to Senior Management periodically and utilized the principles of Breakdown Maintenance and Preventive Maintenance to improve machinery efficiency.
• Implemented Quality Control and Inspection of Marine Equipment according to international SOLAS and MARPOL standards.
• Facilitated Quality Audits and Surveys with Classification Regulatory Authorities (ABS, DNV, Bureau Veritas and Lloyd’s) and government authorities (Customs and Port State Authorities).
• Made Standard Operating Procedures with Risk Analysis for various Marine Operations. Ensured active implementation of these SOP’s.
• Mentored junior officers and facilitated on board training for engine cadets.
• Supervised Critical Marine Operations like Fuel Bunkering which involves effective communication, Team rest hours planning, Risk analysis and Continuous Monitoring.
• Conducted Marine Voyage Planning as assistant to Chief Engineer taking into consideration the skills of engine team, the maintenance schedules and the voyage duration.
• Formulated Risk Mitigation Strategy and acted as Team Lead for Emergency Rescue Operations.
S P Jain School of Global Management is one of the premier Global Business Schools with campuses in Dubai, Sydney and Singapore and accredited by AMBA and TEQSA, Australia. • Dean's List Scholar for academic excellence. • Participated in LINKS Supply Chain Simulation, garnered maximum profits, revenues and market share. • Participated and won the S.P. Jain 5-a-side Soccer Tournament 2015. • Lead a team of 5 as Head Chef in the Mchef Sydney 2015 Cooking Competition. >As a member of the Global Learning Committee, I liaised with the School administration and local firms to organize industrial visits for the cohort thus enhancing their Global Learning.
Birla Institute of Technology, Mesra (BIT Mesra) is a technically oriented institute of higher education located in Jharkhand, India. It is a deemed University under the UGC Act, 1956. Since the inception of the main campus in Mesra, it has established extension centres in Ras-al-Khaimah and Muscat. Grade: 8.53/10.00 , 91% with First Class With Distinction.