حسن على

Overseeing and managing teams of sales managers in Pakistan and KSA to drive sales performance and ensure effective execution of strategies.
Evaluating potential distributors and directing the onboarding process to ensure alignment with Motul's strategic objectives, brand values, and market needs.
Facilitated the onboarding of multiple new markets, including Pakistan, Bahrain, Kuwait, and KSA.
Championed efforts to achieve a revenue milestone within a three-year framework, leveraging market insights and innovative strategies.
Regularly assessing distributor performance against established KPIs to identify areas for improvement and implement corrective actions, ensuring consistent growth and alignment with business goals.
Engaging with distributors in collaborative business planning sessions to establish mutual goals, develop tailored marketing strategies, and optimize sales approaches that drive revenue growth.
Spearheading the development and implementation of tailored pricing models reflecting the unique dynamics and competitive landscapes of the region, ensuring alignment with both market demands and company objectives.
Conducting training and development programs for distributor sales staff to enhance their skills and product knowledge, thereby empowering them to effectively represent our brand and drive sales growth.
Carrying out comprehensive market research and analysis to inform strategy and decision-making, alongside providing regular reports on business performance and market conditions to stakeholders.
Regularly assessing distributor performance against established KPIs to identify areas for improvement and implement corrective actions, ensuring consistent growth and alignment with business goals.

Managing the sales of B2B and B2C in Saudi Arabia

Unified Lubricants is the sole representation of Petronas in Saudi Arabia.

1- Managing the overall business of Petronas lubricants for B2B and B2C.
2- Secured healthy business in a record time of 2 months.
3- Manage to start the retail operation with more than 3000 shops
4- Delivered a sales volumetric base of 3 Mn liters in a short span of 6 months with complete coverage of the area.

Byco Petroleum is Pakistan’s largest Petroleum refinery along with downstream marketing unit having 300 Retail outlets with a diversified Lubricants Unit.
1- Develop recipes of lubricant portfolio and process for complete lubricants business in Pakistan.
2- Achieve and exceed the sales target of 480, 000 Liters of 1st year in the month of Feb 2016.
3- Generate a base of 1 Mn liter of Industrial Lubricants for Byco Petroleum in a short span 1.5 year.
4- Developed customer base of more than 300 customers in short span of 1 year.
5- Developed a distribution channel with 8 distributors across Pakistan for Industrial Lubricants.

Hascol Petroleum is the authorized sole blender of Fuchs lubricants in Pakistan.

1- Looking after the Industrial/Fleets/OEM’s B2B Direct and Indirect sales in Northern part of Pakistan of Fuchs Oils on the plat form of Hascol Petroleum which has blending and marketing rights of Fuchs products in Pakistan.

2- Developed customer base of 35 customers in a very short period of time of 11 Months.

3- Managing the Sales team of 4 direct sales staff.

4- Launch of gas engine oil and furnace engine oil of Fuchs in Pakistan.

5- Launch of FPM grades and specialties of Fuchs in Northern part of Pakistan.

Major Job Responsibilities:

1- Management of Indirect Distribution Channel for Industrial Lubricants sales for Sindh, Balochistan and Southern Punjab.
2- Development of Macro distribution Setup.
3- Management of Sales 1st Tool, Distribution Tracking and ROI.

Highlights

1- Delivered 2067KL of Volume Target against 1960KL target for 2010.
2- Initiate a RTM strategy recommendation for B2B Indirect South and analysis of Distributor Capacities for MACRO distributor model.
3- Complete the realignment of distribution Model in South through appointment of Macro distributors.
4 -Work with distributor to systemize the call plans and call reports and to make a comprehensive individual Distributor Performance Report
6-Conduct a Hearts & Mind session for distributors, also implementation of clean desk policy at distributor premises.
8- Made realignment in Hyderabad & Multan by realigning the area into one through appointment of Bilal Enterprises as distributor.
9-Develop strategy and process in place to work for local marine customers and setting up proper distribution with Mughal Oil Traders.
10-Launch HR Organogram and HR Manual for distributors in South.
11-Launch of Primary, Secondary and stock in hand sales tracker on weekly basis in South.
12-creating a process to make Monthly HSSE Calendars for each distributors and following up on activities.
13- Enhance the distributor’s capacities by using analysis skills to creat excellence in distributor operations and improve the ROI and capacity including warehousing.

Major Job Responsibilities:

• Super User in Supply Chain Planning for APO.
• To creat & maintain BoM, Routing, MRP Data Structure and Production Versions for Lube Supply Chain.
• To develop and implement Production Plan on daily basis for six months and beyond.
• To evaluate the safety stocks and reduce the stock in hand using Inventory Analyst Tool
• To align all stakeholders and develop a culture of team work.
• To Work as Cut Over Focal Point for Stream Line and Implementation of GSAP
•
Highlights: HSSE performance
Business Performance
• Target Inventory Cover: 25%
• Flushing Control: 0.47%
• PPA Adherence: 89%
• Identify the warehouse constraint issue and using inventory analyst tool to evaluate the optimum inventory size and make a plan to build new Ware House
• Worked as Streamline Cut Over focal point for implementation GSAP.
• Successful Strategy Sign of Cut Over LSC Pakistan
• Enterprise First in developing and informing %Sales to forcaste to DP and PP
• MRP Project Roll Out and MRP Focal Point Pakistan
• Capacity utilization Sheet Development
• Capacity Check at M) Sheet Development & roll out
• Filling Production Plan Document Development
• Blending Production Plan visibility Development
• Master Production Schedule Development
• PULSE Check compliance 100% in Production Planning
• Development of Forward Days Cover Document
• Attendance Monitoring Report and Issue Log • Participation in all the simulation session of Planning.

Major Job Responsibilities:
• Work with major OEM’s including Nissan, ISUZU, VOLVO and HINO through Key Account Management.
• To win over major Fleets accounts and sign off recommendation agreement with OEM’s.
• To make a strategy for pricing for Fleet sector through proper market information.
Highlights:

Proceeds target: Rs. 83291, 025, Actual: Rs. 119, 990, 656 Volume Target: 625, 000 Liters Actual: 873KL DSO:
Target - 12.50 Days Actual: 4.6 days

1- Regional Focal Point for SPANCOP, involved in SPANCOP compilation for B2C Direct and putting up summary for SPANCOP commentary and Marketing related data.
2-Third party resources have been trained properly and Zubair Akhtar & Naveed are consistently wining new customers, as of slow down in the economy the cycle time is maintained but could not be further reduced.
3-Submission of Call Plans & Call Repot along with Key Accounts Plan in time to Sales Manager.
4- Wining over the business of Agility Logistics from Mobil by arranging 5 years contract.
5- Signing off a 10 years contract with Pakistan largest civil transporter Bashir Sadiq Logistics.
6- Signing off 3 years contract with Ghandhara Industries who is the assembler of ISUZU vehicles in Pakistan.
7- Signing off 3 years contract with Paragon Constructors who is the builder of EMAAR Crescent Bay in Pakistan which is Rs.30Bn project.
8-Conduct HSSE Session on Hearts & mind at Dewan Farooq Motors who is the assemblers of Hyundai Motors in Pakistan.
9-Conduct HSSE Drivers Session with Phoenix Armour who is the top Financial Currency mover in Pakistan.
10- Wining back the business of TCS Corporation developing Oil Drain interval based CVP.

Highlights:
Target: Jan-June 07 (Liters 524, 086) Actual: Jan-June 2007 (Liters) 584, 398 % Growth vs. Target 07 12%
Actual :Jan-June 2006 (Liters) 407, 649 Growth vs. Actual ( Jan-June), 06 43%
As B2B South Analyst and Focal Point:
1-Develop monthly/yearly lube forecast/ NA Tool and submit the same within the time frame to DP on monthly basis.
2-Maintain updated SPANCOP of B2B South on a monthly basis for review of team & RM.
3-Review MILO on monthly basis as FP to ensure monthly reporting of actual items to Finance and team as per assigned task.
LAT Initiatives & Projects:
1-Conducted Fire Drill & HSSE training at JDW Sugar Mills for both United Sugar Mills and JDW Sugar Mills. This helps in building strong relationship for the united sugar mills, which is a B2B North account.
2-Develop sugar strategy 2006-2007 and assisted Bilal in wining of new customers.
3-Develop CVP’s to win back the business of Husnain Cotex Pvt Ltd-Lube, Volume =100kl. Husnain Cotex Sites, Chaman, Zhob and Kuch Harnai are converted to Shell.
4-Ensure maximum sales of Pennzoil/Rimula to JDW Sugar Mills. Volume=60Kl JDW has grown in YTD volume by 138% in first 6 months.
5-Develop CVP to win the additional business of MRDL 3rd engines and FPM/transport grades. MRDL handshake on 3rd and 4th Engines has been won in March 2007. The oil change is expected in Sep 07 and Nov 07. MRDL transport and Query business of 200KL is also won from PSO with 100KL order executed in June, 07.

6- Develop CVP to gain the additional business of 40kl of QESCO. Deal is finalized with QESCO official and payment for the 6kL order of Rimula X 15W40 has been made.
7- Win the new business of 50kl of Ghotki Sugar Mills. Initial discussion with JDW group is made and assurance has been given on initiating new business deal of lube with Shell.

Highlights:
1- Delivered 31% positive growth with respect to Proceeds targets in 2006 in respective territory.
2- Increase Territory profitability and shown the growth of 65% in C3.
HSSE/ Asset Management: -
1-Conducted Hearts & Mind workshop in FFBL Port Qasim in Q1, 06.
2- Conducted Wet Stock Management course in FFC Goth Machi in Q2, 06.
3- Conducted HSSE workshop and wet stock management course in JDW Sugar Mills and introduced HSSE for the first time in B2B South.
4- Consumer facility audit of Territory for FFBL site.

Key Accounts Plans:
1- Develop and implement the key account plans for key customers including Jamal Din Sugar Mills, Sargar M Ashraf D Baloch Construction Company, Central Power Generation Wapda and Fauji Fertilizer Group.
LAT Initiative & Special Projects:
1-(Accountability): Retaining the business of FFC group, business was converting to PSO/Caltex because of pending issues of 2005 & 2004, services and credit offered by PSO.
2-(Team Work): Regional focal point for Lube forecast, fuel forecast and NA Tool.
3-(Team Work): Tharparkar sugar Mills Victory, business won on customer relationship and account handed over to Bilal Samad Khan.
4-(Leadership): Business won of Sardar M Ashraf D Baloch for the whole group. (North)
5-(Leadership): Pricing and reduction of discount by 4% for Sardar Ashraf D Baloch for the group.
6-(Accountability): Recovered Rs. 6 Million dead recoveries from Zeal Pak Group, PIAC, TNB Liberty Power and JDW Aviations.

7-Dewan Cement incremental lubricant business considering expansion which give additional business of 14 kl and proceeds of Rs. 2.2 million in (Jan-Oct), 06 as per Marketing Bay (Jan-Oct), 06.

8-Additional Sugar Sector Business of following below is secured for season 2006-07 with seasonal volume potential.• Mirza Sugar Mills (35kl)• Pangrio Sugar Mills (50kl)• JDW farm House (60kl)• Tharparkar Sugar Mills (25kl)