Ayman Abdelfattah

Fawaz AC and Ref. Group is a major industrial supplies retailer, MEP and facility management contractor operating in GCC markets with more than 30 offices and showrooms and 5000 employees.

Roles and responsibilities:
•Lead SCM functions in UAE and Oman including demand planning, inventory control, order management, procurement, customs clearance, regulatory compliance, warehousing, and transportation for all business units (Trading, MEP and FM Contracting).
•Lead the supply chain transformation project targeting more streamlined, efficient and optimized process to reduce supply chain’s operational cost and assure revenue growth.
•Develop an analytical framework to identify supply chain performance gaps measured against group’s strategic goals and industry’s best-in-class performance, the analysis is based on the data collected from existing ERP system and discussions with stakeholders.
•Develop the supply chain strategy for the organization.
•Re-engineer and implement new processes, systems and other optimizations in order to bridge supply chain performance strategic gaps.
•Develop key performance indicators to measure the transformation project’s progress in different functions related to supply chain, as well as developing analytics, systems and data management capabilities, including metrics and reports.
•Monitor and analyze current trends in the marketplace.
•Continuously identify and manage risks related to the supply chain.
•Direct the hiring, training, supervision, mentoring, and performance evaluations of supply chain team.
Key Accomplishments:
•Transforming the old SCM process to be aligned with the new group’s strategic goals.
•Implementation of MS Dynamics (360- Cloud-based) ERP SCM modules in UAE and Oman.
•Achieving a total saving of AED 6 M, 12% inventory reduction and ~20% total warehousing area reduction at the end of the first year.
•Concluded four major international distributorship agreements for the whole group with four global suppliers.
•Set up a new SC network in Oman.

Managed the Application Development and Maintenance (ADM) project team and secured right support to the mobile network operator Ooredoo Kuwait.
•Responsible for developing project plans, scheduling resources, identifying and mitigating risks, issue resolution and working with the delivery team including the customer and other vendors to ensure delivery of the CR.
•Conducted Review Meetings with team and management to ensure effective Delivery and Operational Excellence.
•Developed process and ensured process adherence in order to deliver the ADM services according to the contracted scope.
•Managed and monitored SLAs of all ongoing ADM services to assure they were delivered as per contract.
•Managed Interface towards in-house and third-party developers & HW Vendors’ support
•Managed the customer's expectations and perception from Ericsson’s delivery.
Key Accomplishments:
Restructured the quality assurance process and implemented an out-sourced model resulting in a reduction of fault rate from 7% down to 1.3 % with less than 5% QA cost increase.

Managed SCM operations for Kuwait, Bahrain and Iraq; sourcing from Nokia Hubs/ factories (In EU and Asia) and global suppliers, inventory management, demand planning, distribution and order management.
•Managed procurement activities for 3rd party logistics services.
•Logistics management to assure a streamlined, effective and cost-efficient logistics operations considering the most effective transportation modes and routes, warehouse sizes and locations and customs clearance procedures at different origins and destinations.
•Managed inventory assuring customer projects delivery at lowest inventory levels.
•Managed the interface with different shared functions; including global procurement and shared accounting services (SAS)…etc.
•Controlled project procurement cost to optimize the Total Cost of Ownership (ToCO), taking strategic sourcing initiatives to optimize the sourcing process.
•Assured SCM process, SOX and trade compliance local SCM organizations.
•Performed periodic evaluation of KPIs and stuff performance to identify gaps and take measures and follow-up actions to continually improve the overall functional performance.
•Managed transformational SCM projects in local companies; LIBRA (balancing roles and accountabilities), TAURUS (transportation optimization), ERP implementation (SAP P20).
Key Accomplishments:
•Nokia global Networks Quality Award for a major operational turnaround in Kuwait after the Nokia Siemens merger. 30% enhancement in CLI (Customer Loyalty Index).
•SAP P20 SCM modules implementation for Kuwait Bahrain and Iraq.

Lead order management and logistics operations for Egypt, Sudan and Libya territories.
•Ensured cost-effective operations and expedited order fulfillment processes.
•Analyzed demand and planned resources. Ensured on-time delivery and identified new ways to streamline operations.
•Export/ trade compliance (US/ EU) for embargoed countries like Sudan and Libya.
•Supervised order management, customer logistics coordinators and buyers located in five countries.

Key Accomplishments:
•Successfully led transformation following Nokia-Siemens merger, streamlining duplicate processes, teams, product portfolios, order / delivery processes and warehouse operations.
•Successfully implemented the SC modules for SAP P20 ERP system for Egypt, Sudan and Libya.
•Successfully establishing the supply chain setup for Sudan projects (under embargo).

Led supply chain operations for Egyptian market with approximately €55m annual sales volume.
•Led a team of order processing coordinators, buyers and warehouse and transportation staff.
•Developed and managed a new sourcing model to cope with new business requirements.
•Identified demand and planned resources.
•Monitored spending and commercial performance.
•Ensured compliance with local and global regulations.
•Negotiated agreements and managed supplier relationships.

Key Accomplishments:
•Developed a new sourcing model, bringing supply scope in-house and consolidating procurement to produce economies of scale, increasing turnkey scope margin 1.3 times.
•Improved monthly site capacity (60%) by implementing a model that enabled participation of smaller subcontractors.

Collaborated with engineering and IT teams to identify inputs and build Access database to enable automated reporting and improve accuracy.
•Reduced report request lead time by 30% via a new database system and streamlined generation of custom reports by eliminating the need to engage in complex development efforts.

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