Ed Yunis

• Provide leadership, oversight, and guidance to a large Global Supply Chain (GSC) management and technical team to achieve results established to meet the Market Revenue.
• Supervise three deputy managers with direct responsibility for the following functional areas: Agent relations; order fulfillment; 3rd party logistic; transportation services; CMO management; quality assurance; Supply planning; analytics; optimization, O2C, Customer service, and sales forecast
• Worked with Legal, Finance, Commercial, Quality, Procurement on DX contracts, and LSP Service level agreement contract. Delivered more than $4M in saving in 2019
• Worked closely with KAEC to meet the market demand. Holding sales and operation meeting with our distributors
• Holding a by weekly review with the KAEC supply team to ensure product delivery and discuss production capacity.
• Accountable for Demand Planning and in market Supply Chain/S&OP activities. In market logistics and distribution.

• Management: Managed 11 staff across Manufacturing Facility, Warehousing, customer service & Planning.
• Achieved extremely challenging budget in transport and distribution spend (€50 m), Inventory value (€220 m) and days inventory on hand (59). Responsible for the supply chain process changes during the transfer of product from Europe to Saudi Arabia for re packing as a result of plant closure (OTIF 92% )
• Efficiency: Reduced the number of agents from 6 to 3 and reduce inventory from 120 Days to 59 Days

Managing end to end Supply Chain / Warehouses / Distribution operation / Transportation:
• Sourcing for 25+ overseas suppliers
• Import / Port clearance / transport around 500 x 40 & 20 ft. containers (Frozen and Dry) per month.
• 5 Cold Stores: 3 main Distribution Hubs and 2 remote branches, ~4, 000 Pallet spots.
• Looking after 300+ employees and operatives running the Supply Chain and Logistics operation.
• 150 Fleet for all Truck sizes delivering 900+ customers’ orders on Daily basis.

 Create & Implement Cold Supply Chain.
 Run SC cost below 3%
 Reduce transportation Charges by 21%
 Improved inventory turnover.
 Restructure the DCs, increase space by 13%
 Ensuring timely and complete deliveries to maximize sales.
 New product development ( Purell, Sarelle & Tedelle)
 Element Demerges & Detention charges. Saved 5M first year.
 Improve delivery & Stock Availability by 29%
 Improved inventory accuracy & Freshens
 Implement WMS, RF return, & Picking
 Decrease expiries & write off by 6%
 Lean Six Sigma projects

Procurement
• Providing strategic and analytical support to underpin the role of delivering a commercial, cost effective contract procuring process for the business
• Lead role in supplier relationship management including monitoring supplier performance, volume leverage and total cost management objectives and ensure adherence to contractual commitments
• Carry out supplier audits in support of the development of an approved vendor list & SFDA registration.
• Identify cost reductions, efficiency opportunities and contribute to the achievement of efficiency targets including the development of KPI’s to track improvements of budget vs. actual spend

Logistics
• Lead the customer service, supply chain, planning activities, purchasing activities and strategic sourcing initiatives in line with company objectives.
• Achieved the company’s targets in key service areas such as back orders, fill rates, distribution, inventory reduction, inventory turns, schedule adherence, cycle time reduction, etc.
• Set up and management of third party contract logistics companies managing budgets and ensuring that the 3PL’s are operating within cost etc
• Ensuring compliance to Standard Operating Procedures (SOPs) and company policies
• Manage the performance of vendors / suppliers, ensuring all KPIs are setup and on plan as per agreed.
• Continually appraise and re-optimise distribution channels in respect of service requirements and cost effectiveness of assets, hired services, and 3rd parties.
• Pro-actively seek methods to improve operational efficiencies and performance in line with monitoring and reporting on KPIs.
• Implement, monitor, and ensure full compliance regarding market returns processes
• Responsible for the attainment of the Division’s inventory goals (i.e., ITO and inventory costs).
• Champion inventory and service level improvement initiatives.
• Drive and track progress against annual goals. Hold Operation Managers accountable to annual and monthly commitments.
• Report to Finance, and Senior Leadership on inventory levels, reasons for variations from expected, and progress of improvement programs. Lead the annual physical inventory process across 10 DCs
Planning
• Management of supply of all SKUs within a given portfolio through consultation with the Customer Development, Marketing, Category and Demand Planning teams
• Introduced S&OP planning and process improvements; participated and presented forecast data at monthly S&OP meetings with senior management.
• Actively worked with sourcing units, distribution centres and production managers centre in the area of forecast management, including the monthly loading of sales forecast data onto the ERP system and analysis of forecast performance
• Established and ensured adherence to finished goods safety stock levels and min max levels based on sales orders and forecast.

“AutoZone is the nation's leading retailer of automotive parts and accessories with over 4, 000 stores in the US, Puerto Rico, and Mexico with more than 6 billion dollars in sales.”

I was responsible for the supply chain activities for 8 Distribution Centres. Responsible for various operational improvement efforts within AutoZone Inc. Designed, analyzed, implemented, and sustained efforts through the use of industrial engineering, project management, financial analysis, and information systems related skills.

 Setting Goals, Budget, objectives for the department.
 DC Support( IT, Engineering, Recall, & transportation)
 Implemented labour Standard.
 Calculated the IRO for the new systems.
 Improved bulk item inventory turnover.
 Reduced cost of obsolete and slow moving inventory
 Ensuring timely and complete deliveries to maximize sales.
 Improved inventory accuracy.


• Managed and implemented an engineering standard in 8 AutoZone Distribution Centres (DCs)
• Achieved 17% year-over-year improvement in operating costs for two consecutive years through disciplined execution, increased productivity, and relentless refinement in operations.
• Led the definition of operational goals across 4 strategic objectives, meeting 87% of deliverables over 2y
• Start-up operation in two AutoZone Distribution Centres.
• Provided and analyzed requirements for management information systems to aid in the control and development of group, regional and corporate goals. Interface with IT department or external vendors to address application, infrastructure, security, and support as it applies to operational processes. Led the efforts to facilitate requirements definition that supports development of new IT systems.
• Led industrial engineers, Supply Chain Managers, DC Operation Managers, and line operations personnel to successfully manage transition to newly designed processes. Trained management, production, service/delivery, and supply chain oriented personnel to ensure these processes are sustained.
• Developed the 80/20 strategy for the top sale items then established and monitored the Key Performance Indicator (KPI) for in-stock.
• Coordinated the design and improvement of the Warehouse Management System (WMS) for the physical distribution of products throughout the distribution network.
• Monitored and ensured the supply chain compliance with all KPIs.
• Directed, managed, tested and organized projects’ plans priorities through a team of engineers and worked with other functional groups to insure completion and implementation.
• Increased the DC throughput 9% in the outbound by using voice picking technology.
• Conducted research and studies to determine process failures, solutions, and Best Practices to improve safety, quality, and efficiency in the DCs.
• Developed, designed, managed and implemented Advanced Shipping Notification (ASN) data and UCC128 receiving in all 7 DCs.
• Consistently improved upon the implemented best practices. Developed and implemented the Best Business Practice (BBP) for all the areas of the Distribution Centres. Developed a check list to insure that the BBP are followed and properly implemented.
• Developed a case study with a 16 weeks test to justify pay-for-performance and a new Payroll system.
• Performed productivity studies and productivity audits to ensure optimal work methods and procedures are employed using statistical analysis, computer simulation, & work measurement.