فرحات أكايا

Port management, logistics, FMCG, construction

Consulting & project management

Sven Yachting is the manufacturer of the super luxury motor yachts, “Classic Cruiser”.
Major accomplishments:
•Extended product line to 5 basic models from 12, 5 mt to 35mt.
•Beside the overall sector crisis, the company grew 4 times and reached 2.4 mm euro annual revenue.
•After participation of international boat exhibitions

Chairman of the Port Association
Evyapport operates terminals of Container, RORO and Edible Oil Tanks. In 2008, Evyapport handled 464.000 t. of oil and soda, 125.000 containers and 110.000 cars. General Management has 6 direct reporters, 2 main sub-contractors and 178 direct employees.
Major accomplishments:
•Established professional team, finance, hr, and exclusive accounting department
•Completed port infrastructure, followed loan program of the expansion plan, crane and equipment park.
•Applied integrated information system and accounting department
•Added 17 Key account customers.
•In 2009, beside macro-economic crisis, the port has doubled its volume at every terminal.EBITDA improved by %25.Turnover is doubled and reached 36 mm$.
•Evyapport qualified as “Port of Year” and rewarded Golden Anchor at 2009.

Chairman of the Port Authority
Marport is the joint venture company of leading international maritime company MSC (world #2 after Maersk) . Marport, being the biggest Container Terminal of the region, generated 120 mm$ revenue and 40 mm$ EBITDA.
General Management has 8 direct reporters, 4 main sub-contractors and 1.100 employees.
Marport qualified “Port of Year” of the Lloyd List Awards at 2007.

Major Accomplishments:
a)Optimizations / Cost Cutting / Improvements:
Intensive cost cutting program saved over 6.000.000$ in two years while volume increased by 41%.
At the beginning of 2007, Shift from Geographical Organization to Functional one, able management to do %35 more volume with same headcount. As a result of the organizational change, level of specialism of the tasks considerably increased, valuable employee contribution and inputs received for further development of business know-how.
New North Terminal and Warehouse increased capacity by 30%. New equipment installation improved 35% operational efficiency and reduced maintenance cost by 10%
Regular maintenance program launched, budget accuracy became 99%.
Establishment of CCTV improved port security and decreased security cost by 30%
b) Hr issues/Organizational Changes / Developments:
Announcement of Internal Discipline Regulation and Committee, Absenteeism regulation & other rules & procedures improved professionalism of the team.
Establishment of Performance Appraisal system guaranteed objective performance evaluation. Keeping records & filing offered more job satisfaction, improved efficiency.
Electronic Personnel Control system (PDKS) secured control of gates, sub contractors’ headcount: Payback became 6 months.
New Personnel Shifting Procedure resulted %15 personnel time saving.
Intensive personnel Training Program, Career development Program was first pioneer HR applications in the port.
Salary compensation and elimination of different bands within same group .
First “Marport Day’ celebration met families and personnel together in the port.
Two new department setting: IT & Business Development. IT was essential for 7 days 24 hours port business integrated with Navis, port automation software with SAP. Business Development Department followed all the optimization and cost cutting projects’ identification and applications. Establishment of this two new department highly contributed to the growth of the Organization.
c) Personnel & Customer Satisfaction / Safety, Security, Environment
Trainings, record keeping and statistics resulted decrease of accidents by 54%
Launched orientation program of the new personnel
Certification of OHSAS 18001, ISO 14001 and ISO 9001 at the same time
Introduced Waste recovery program and saved 120.000$ per year.
Harmonization of the different application & follow-ups of the customer in the port decreased serving time by 60%. Customer survey showed great satisfaction. It has created new opportunities for further development of the customer service.
d) Professionalism
Identification of 150 Key Performance Indicator of the business and monthly follow-up for Management by objectives.
Shift from person based to system based operation, accountability of the process
SAP Integration to warehouse & purchasing functions,
Announcement of purchasing contract rules & regulation
Identified management objectives as transparency, professionalism, customer satisfaction and cost cutting.
QDMS allowed categorization of the managerial problems and development areas.

Member of the Executive Management team reporting to CEO. Responsible for Sales & Marketing, Finance, Operations and field Sales organization. Experience in FMCG market. Responsible for direct 16 & indirect 408 employees and managing 168 distributors having 250.000 total customers. Responsible of %15 yearly volume.
Major Accomplishments :
Prepared business plan and established a new trade Marketing and Distribution organization, .
Participates strategic planning of the company
Launch of home & office delivery “HOD” market.
Established business plan including Call Center, Supply Chain Management, planning, forecasting and information technology.
As a result, growth of the volume has significally up ranked the company within the Coca Cola system.
Realized acquisition of a local water company in Sapanca, (which is the first and only acquisition of Coca Cola in the country) and launch Damla packed water.

Found a national FMCG organization of 225 personnel, 192+110 distributors. Established all the department of the company . Coaching the team for an aggressive competition in the field, gain an outstanding market share of % 12, 5 at natural water market in the first year, list the products in all key accounts, open a new sales & distribution channel as home delivery directed by Call Center, set strategies to expand the operation.
Being 3th in the market, realized a joint venture

Set strategies, promotion & shelf pricing policy in Key Accounts, guarantee a regular flow of goods with good merchandising. (4 staff reporting to GM

Direct, fix objectives, motivate & lead 9 distributors in the region, grow yearly sales revenue of 9 mm$, manage a sales team of 32 persons. (Reporting to SD