Regional Demand & Supply Planning Manager
Nestle
Total des années d'expérience :17 years, 1 Mois
5 reportees, leading a team of 24 planners directly & 12 in dotted line for 25 countries, with 6 factories across West Africa. Based in Ghana
- Delivered a 98% Customer Order Fulfillment rate while enabling +10% volume growth by proactively identifying & de-bottlenecking sourcing constrains and Lead-time revision to mitigate ocean transport delays & covid-19 related impacts
- Established methodology to determine Unconstrained Demand & revamped monthly business meeting structure & contents
- Made 5 year investment plan based on multiple growth scenarios. USD +300mio investment approved for 2023-2024
- Re-structured team to create Demand Manager & Analyst positions & senior positions in countries to be more stakeholder centric
- Standardized position titles & grades across the supply chain organization. Reorganization done to cover grade gaps
5 reportees, leading team of 30 managers & specialists, managing spend of USD +0.5 Billion from +2000 vendors (60% R&P imported)
- Lead Org Re-structure to business partnering model, where internal stakeholders have single point of contact in Proc organization. Transitioned Account Payables, PR to PO, spend consolidation with teams in Malaysia, Switzerland, Egypt & Ukraine
- Savings of USD 35Mio, 32Mio, 31Mio in 2018, 2019 & 2020 in face of +12% inflation & +50% local currency devaluation
- Initiated Toll Manufacturing of Pulp (bypassing agents), gaining fruit traceability & 20% reduction in overall cost
- Setup co-manufacturing footprint in Afghanistan & found partners in PK to enable launch of sparkling juice (new product launch)
- Spec Benchmarking: identified alternate materials used in different markets for similar applications, generating USD +2mio in savings
- Communication Buying: Structured & Benchmarked the scope of work for Media buying (TV & digital), Influencer Marketing, Billboard Media & Creative Agencies with other international & local agencies to achieve savings of USD +6mio in 2020.
- Uninterrupted supply in COVID19: Multiple vendors/ prioritized supply for direct & indirect materials, Localized non-critical machine parts
- Organized Supplier Days in Aug’19 to fuel product innovation (3 innovations executed in 2020) & cost optimization based on supplier R&D
- People: initiated weekly open-house to coach team SC, Proc, Finance basics & quarterly sports events in 2019 to enhance team bonding
Responsible for Planning, Logistics, Procurement & Quality of USD 1 bio Nutrition portfolio with 4 co-man, 1 IMS & 1 JV
- Aligned & Rolled Out S&OP, increasing Forecast Accuracy from 40% to 70% in 2016 & 87% in 2017
- Reduced Demurrage & Detention by 30% over 2015 by rolling out daily status report for all shipments through carriers
- Improved Customer Filled Rate from 90% to 98% by instilling root cause analysis
- Delivered Procurement Savings of USD +350, 000 in 2017 (12% of controllable spend for Quaker)
Responsible for 7 warehouses across GCC & Demand Supply Planning. Leading team of 8, who lead over 450 employees.
- Reduced inventory differences from 0.23% of inventory to <0.1% by implementing daily stock count & root-cause analysis
Leading a team of 7, who lead 52 employees. Responsible for production & labor planning, warehousing & procurement
1. Established Supplier Facing Supply Chain (advanced collaborative planning & operations), e.g. collaboration in planning processes for improved supplier service level, Palletized shipments to optimize labor utilization, etc
2. Automating & improving MRP (Material Requirements Planning) Accuracy in SAP from 30% to 75%
3. Ensured Safe Operations by implementing 3M rule, speed limits & increase near-miss reporting from 1.9 per person to 4.1
4. Savings initiatives generated USD 350, 000 through increased warehouse utilization by changing storage layout
5. Lead for communication management during industrial peace crisis (multiple labor strikes) at the factory for over 6 months. Delivered targets by optimizing manpower planning & motivating management team to do physical labor
Nestle subject matter expert for fixing capability gaps of markets in Demand & Supply Planning (systems, tools & people soft skills). Developed & Rolled out Global best practices/ tools keeping in view individual market requirements across AOA
1. Established demand planning in China at National Level (forecast accuracy improved by 9%), sold benefits of statistical forecasting & learning log in monthly business planning & got buy-in from business managers for letting DSP drive planning instead of Sales.
2. Improved financial forecast accuracy of AOA by 3% - established process to aggregate & verify market volume & value
3. Established demand planning (including SAS) road map by aligning market Supply Chain Managers on capability matrix
4. Reduced in-transit inventory by USD 90 mio in 2014 by resolving the Big-Data issue in Ocean Transport Operations
5. Designed an automated Raw & Pack Inventory Optimizer that is now being rolled out across all Asia, Oceania & Africa
6. Reduced Australia Coffee inventory (6 days), Improved forecast accuracy in Japan Pet-Food (15%) & across South Africa (10%)
Single contact point for Nestle AOA with 3rd party vendors Fonterra (New Zealand, Australia), F&N Dairies (Thailand), Vreugdenhil (Netherlands), Hochwald (Germany) - Managing relationship, Defining ways of working & ensuring its compliance
1. Optimized Inter-Market Supply Operations (USD 660 Million per annum) for new launches and existing portfolio for Dairy category (USD 5.5 Billion per annum) for AOA to maximize ROIC - savings in IMS > USD 17 mio
2. Established joint scorecards between markets & suppliers - On-Time & in-full Delivery improved from 61 to 84%
3. Dispute resolution between Nestle markets & also with 3rd parties - establish accountability for “who pays what cost”
4. Organized & Lead 2 ASEAN, 1 African & 1 all AOA IMS bi-lateral meetings in different countries to facilitate relationship building, update on projects & enhance learning from each other amongst Nestle markets and 3rd party vendors
5. Reduced FG Stock Cover (2012: 23.7 vs 26 days, 2013: 22 vs 25.5 days) with high service level (97.5%) for AOA
6. Developed Monthly Operational Reporting at Zone - bringing visibility on leading KPIs to guide business decisions
7. Improve processes in markets by benchmarking best practices across Zone - some now part of global best practice
8. Align factories to have maximum 1 week frozen production horizon, previously at 2/3 weeks locked production- increased flexibility for reacting to business needs & reduction of pipeline & safety stock for FG
9. Transparency in QA release misalignment across different markets for similar product categories - reduction of 1.2 days in 2012 from QA release time & corresponding FG inventory for Zone
10. Demand & Supply Planning Improvement Projects to enable effective business decisions & generate free cash flow
- Demand Planning Improvement Project in Egypt - Planning Accuracy improved >10% in under 6 months
- FG inventory Optimization in Middle East (2012)- reduction from 68 to 51 days, maintaining high service level
- FG inventory Optimization for Middle East (2014)- reduction to 48 days, maintaining high service level
- FG inventory Optimization for Indonesia - reduction from 24 to 21 days, while maintaining high service level
- Events Planning and Management Process/ tools implementation in Turkey and Egypt
- Own and make the 18 month plan with the production & warehousing constraints; driving the capacity analysis; defining stock policy; Utilizing mathematical modelling for optimization; Ensuring monthly/ weekly execution
- Lowest inventory (11days) & highest service level (99%) in Asia/ Oceania/ Africa
- Transparency of shared dairy filling line capacity to get additional 1, 670 tons (8%) of juices (Fruita Vitals) volume - direct translation into growth of category in the supply constraint environment
- Enabled scenario planning for different business situations and pricing decisions- translated the needs requirement for a Milk Balancing Software to 3rd party for automating production planning scenarios; simulation time from 2 days to 30 mins
- Managed RP + FG combined inventory to enable successful new product launches with increased flexibility in supply capability
- Established process of Demand Planning in Nestle Pakistan
- Highest DPA (Demand Plan Accuracy) in Nestle Zone AOA in 2009@ 85%
- Established History by outlining impact of marketing promotions & trade activities - Learning Log established from scratch
- Re-Structured the Business Monthly Meeting Cycle to ensure clearly defined ownership & effective decision making
- Initiated process of Event Management to ensure timely execution of product launches, recipe or packaging change
Demand and Supply Planning:
- Identified the usefulness in looking at historical data year upon year rather than focus on last three or four months to identify trends. Processes were updated accordingly
- Identified the need for analyzing inventory by breaking it down into its components.
Customer Service:
- Automated most of the manual redundant work by writing macros in MS Visual Basic. Eliminating wastage of one hour per three people everyday and thus increasing effeciency of overall process
Warehousing:
- Identified the need for rack inspection. It had not been carried out for four years
- Automated the stock reprt generation process by writing macros in MS Visual Basic so as to reduce the report generation time by two hours
- Gave a recommendation to use stretch wrap for pallets going on the third or fourth rack
- Organized the farewell of Group Distribution Operations Manager
Transportation:
- Assisted in calculations and analysis of Variable Distribution Cost
- Assisted in analyzing and establishing forecasts based on SAP
- Gillette region-wise volume analysis of the leading 20 SKUs
- Assumptions Repository- Building a learning log for past events
- Supply Chain competetive analysis and comparison with GlaxoSmithKline
- Report to extract and analyze ‘Non Performing Inventory'
B.S in Mechanical Engineering