Supply Chain
PepsiCo
مجموع سنوات الخبرة :20 years, 1 أشهر
Leading 4 productivity manager / Lean Six Sigma Black Belt to
deliver $50MM annual productivity projects to offset the P&L Opex inflation through.
•setting MENA region priorities & key area of improvement across different markets for manufacturing, Inbound/outbound logistics, WH, transportation, fleet & value engineering,
•leading the implementation of the key strategic projects to improve efficiency, reduce waste, optimize head count, reduce transportation & logistics cost using different lean tools (value stream mapping, loss map analysis, processes reengineer/ process simplification , kaizen events, leading supply network analysis, Own Vs outsource projects, waste reduction, process simplification, …etc)
Leading the Lean Six Sigma capability building program across MENA region through delivering kaizen & green belts training, providing the needed coaching & mentoring for projects owners along the different project stages
Lead MEAN key lean six sigma ideation & pipeline filling events events (value stream mapping, Kaizen events, loss map analysis, process simplification, ..e.tc )
Key Achievement
•$1.5mm net saving through leading a make Vs. buy of the in-house seasoning production.
•$2.6MM productivity projects through leading transportation & warehousing value stream map & productivity projects across MEAN region
•$2.5MM productivity projects reducing the plant packaging room materials waste in KSA
•$1.2MM leading global initiative project to upgrade the potato starch to industrial grade in MEAN region
•$0.2MM optimization in material handling equipment operating cost in Jordan Business unit
Supply Chain Productivity & Lean Six Sigma
Managing 4 production lines, +300 head count, producing over 60, 000 ton/ year, My responsibility covers the plant from production, projects, cost saving projects to reduce waste & improve efficiency, product quality, launching new products safety, food safety & owning the plant budget/ P&L to meet the company planned volume while ensuring meeting Frito Lay’s quality standards, within the budgeted MOH are met.
On the same time lead the people agenda & contentious improvement agenda through owning the TPM / Lean Six Sigma program
•$300MM, 6% reduction in the operating supplies
•$250MM, 4% head count reduction in production crew
•4% capacity utilization/ Efficiency improvement through reducing the sanitation & change over time
• Achieved the highest food safety compliance score in AMEA sector through analyzing the most frequent deduction points, putting action plan with coordination with maintenance to overcome it
Achieving the highest customer service level by leading the S&OP process to match the demand functions requirements to the supply constrains through managing the demand planning for 4 product families, +150 SKU, production planning for 4 plants 12 production lines, material planning, distribution / deployment planning to ensure proper product availability across +40 DC, partnering with sales/marketing / R&D for new product launches & executing the new marketing campaigns.
Key Deliverables
•Kicked off the S&OP process
•Kicked off the MRP module on SAP
•Kicked off PepsiCo demand planning tool in Egypt
•Developed & launched supply chain KPI’s (Product Availability Index, Forecast Error, Customer case fill rate)
•Improved the forecast accuracy from 40% to 62%
•Improved Product availability index from 61% to 75%
•Improved customer case fill rate from 85% to 94%
Lead the supply planning team to secure the over 150 SKU availability for 17 markets and optimize the stock level through the entire the supply chain, by receiving and analyzing the monthly forecast, communicate & coordinate with different sourcing units and report the key opportunities & risks to the top management.
The scope included implementing Lean supply chain in Egypt sourcing unit by implementing pull production system. In addition to leading the S&OP process in the region by collecting the demand forecast, analyzing it & compare the actual achievement to the plan & determine the gaps & agree with the markets on how to bridge the gaps
Key deliverables
•Leading with Porsche consultation firm in implanting Lean supply chain project in Egypt to apply pull production system. That resulted in applying pull production system that reduced the FG stock in the supply chain by 35% and reduced the supply lead time by 1 week.
•12% savings in Libya, Algeria logistics cost by changing its supply strategy to get benefit freight economies of scale & reducing the total stocks in the supply chain.
•Established service level agreement with the key sourcing units to improve the service NAEM region receives.
•Established the supply Key performance indicators to measure the performance of the different areas in the supply side.
Lead the planning & logistics team to manage, to ensure delivering proper customer level and product availability through leading the S&OP Process, material requirements planning / MRP, production scheduling MPS for the three plant, capacity management, lead new product innovation NPI & launches for +500 SKU
courses: (AUC) •APICS “Certified Supply Chain Professional”
courses: (AUC) •APICS “Certified Supply Chain Professional”