Ashraf Ayoub

To manage the expansion of Oracle Supply Chain Sourcing, Planning and Transportation/Logistics Solutions Sales in Saudi Arabia. Engage as customer advisor in Supply Chain Management area, analyze customer needs, & address business pains through a transformation roadmap. Define the value proposition for ORACLE solutions and benefits in every stage of customer transformation roadmap. Develop territory plan and strategy, drive the implementation of Sales & Marketing Campaigns, generate and follow on leads, qualify leads and prioritize opportunities, win new business, facilitate and nurture senior management relationship to generate active sponsorship of Oracle. Industries in focus: MRD, CMUT, Healthcare, O&G, FSI, & Public Sector.

Responsible for Playing a Leadership Role in NADEC Logistics Operations which cover both Site Warehouses & Long Haul Transportation, Optimize Current Resources to Meet the Budget Plans, Lead Necessary Projects to Improve Service Levels, Reduce Operational Costs & Drive Operational Excellence

Responsible for Defining Supply Chain Planning Strategy to Support NADEC Double Digit Growth in the period between 2011-2014, Design & Deploy necessary Supply Chain Planning Models to service more than 350 SKUs and deliver a turnover worth more than 450 Million $ in more than 12 countries in MENA region, Attract & Hire the Professional Supply Chain Planning teams to Lead the process, Select & Deploy Necessary Systems to Run the end to end Supply Chain Planning Process including “Demand Planning, Customer Service & Distribution Requirements Planning, Supply & Production Planning, Material Requirement Planning, and Initiative Planning”, Lead the Executive Decision Making Forums for long term CAPEX investments for Manufacturing & Logistics.
Achievements to date:
•Developed a strategic plan to deploy Supply Chain Planning in NADEC before end of 2012
•Streamlined existing Planning Systems in NADEC:
oMaterial Requirement Planning: by September 2011
oCustomer Service/ Order Processing: by August 2012
oInventory Control: by December 2012
oRaw Milk Balance Management: by January 2013
oRaw Cream Balance Management: by March 2013
•Developed a Master Initiative Plan to Streamline other Supply Chain Planning Processes before end of 2013
•Deployed a complete Demand & Supply Planning Model for NADEC:
oDemand Forecasting: by October 2011
oInitiatives/ Promotion Planning Process: by December 2011
oSupplier SC Planning Capability Building: by March 2012
oRough Cut Capacity Planning for Logistics Resources: by March 2012
oDistribution Requirement Planning: by July 2012
oRough Cut Capacity Planning for Manufacturing Resources: by August 2012
oMaster Production Scheduling: by December 2012
•Restructured SC Planning & Attracted more than 4 MNCs Professionals to lead the different functions: DP MGR, DRP MGR, SP MGR, MRP MGR, INV.CTRL MGR
•Lead the implementation of Supply Chain Planning Module in ERP with Oracle Team, with Go Live date Q1’14
•Managing a team of more than 25 employees, and a budget over 5.5 Million SAR
•Launched an integrated Supply Chain Planning Process with NADEC Business Plan in Jan’12 “S&OP Framework”
•Deployed a professional Supply Chain Capability Building Program in NADEC “APICS-CPIM” in January 2012
•Reduced NADEC Raw & Packs Inventory “2012 vs 2011 DOH”: 7% Reduction
•Improvement in NADEC Case Fill Rate “2012 vs 2011 CFR”: 15% Increase in Long Life Business CFR, 8% Increase in Fresh Business CFR
•Improvement in NADEC Forecast Accuracy Measures “2012 vs. 2011 FA”: 32% Less Brand Level Forecast BIAS, 17% Increase in SKU Level Forecast Accuracy
•Improvement in NADEC Inventory Control Risks “2012 vs 2011 discrepancies”: 14% Less Discrepancies
•Developed two assistant mangers from entry level employees, one junior manager, one middle manager, & one executive manager from NADEC existing teams

Responsible for supporting the category growth through UNILEVER Supply Chain Local & Regional Category Teams, Track & Effectively communicate the category demand plan changes with more than 200 SKUs and Category turnover worth more than 200 Million $, Validate category baselines/ events plan and NPDs volumes projections, Reviewing demand & supply risks on the category and lead necessary mitigation plans both in short and long term, Lead necessary projects to rationalize the portfolio and improve the service level to markets.
Achievements to date:
• Led category major launch plans with UNILEVER SUs “Sourcing Units”, to land most of gold label projects on time in full:
o SUNSILK Relaunch Project in April 2010
o DOVE Relaunch Project in October 2010
• Led the change in promo packaging for General Trade Channel with UNILEVER SUs, to support the double digit growth in Signal brand in 2010
• Close Alignment with UNILEVER SU for COMFORT adhoc promo plans which delivered more than 65% Market Share in December 2009
• Drive necessary action plans with UNILEVER regional category supply chain team, to overcome the capacity risks in 2010 in SUNSILK Shampoo Family Size, which improved the service level by more than 20% in 2010
• Integrating Trade Category Execution Plans with SC Demand Forecasting Process which Increased the forecast accuracy by more than 10% between 2009 and 2010
• Led the SKU Rationalization Exercise in 2010, ended up with 0% Turnover Hit and reduction in number of SKUs by more than 25%
• Led the SAP Implementation Project for the demand Planning module for the category in 2010
• Leading a cross functional team of 4 senior members “Marketing Manager, Trade Marketing Manager, Distribution Manager, & Finance Manager”

Responsible for the demand Planning for noodles business, ensure the sales and operations planning process is deployed on monthly basis between Sales/ Marketing/ Finance, run inventory planning model and generate import orders for noodles from Indonesia, lead promo planning process, prioritize and allocate stocks when necessary to improve distribution service level between all markets, monitor stocks aging and lead necessary liquidation plans.
Achievements to date:
• Led the demand planning function, and own the availability for SAVOLA Noodles products which maintained a +98% service level between Q4’08-Q4’09
• Ensured Sales & Operations Planning Process is running on monthly basis
• Improved MRP model stability to 95% level “full order communication on time” in Q1’08
• Deployed a full promo planning process in April 2008
• Reduced sales complains/ product availability by market after applying fair share role in 2008
• Established liquidation channel for the Noodles aging stocks, and recovered more than 40% of the COGS
• Leading a cross functional team of 3 senior members “Senior Brand Manager, National Sales Manager, and Finance Manager”

Responsible for the quality manuals preparation and control, Process Mapping & Design, Job Mapping & Restructuring, ISO standards audit and control.
Achievements to date:
• Process Mapping for the core business process in Crises Management at Municipality of Jeddah in Nov’06
• Issue the first Quality Manual in crises Management at Municipality of Jeddah in Jan’07
• Design & Lead the support unit for working teams in the major business process re-engineering project “Building Permits Business Process Re-Engineering” in Feb’07