هيثم محارب

- Create and review ( on a monthly basis) a 12 months rolling forecast based on feedback from sales, finance and rough cut capacity planning.

- Develop and monitor weekly production (15 lines) and distribution (14 branches) plans for a wide range of SKUs (50+).

- Conduct fleet optimization project to reduce transportation and handling costs.

- Acting Supply Chain Manager responsible for ensuring synergy between 5 supply chain functions (Planning, Warehousing & Logistics, Procurement,
Safety & Fleet/Motorpool) in order to maintain and improve an end-to-end supply chain

- Reviewed & implemented SOPs for two workflows (Pre & Post ERP go-live) to avoid any disruption to the day-to-day operation of all supply chain functions

Key Achievements;
- Completed a fleet modification and branding redesign project for 900+ trucks across KSA whilst minimizing potential lost sales due to shortage of trucks during modification

- 5+ Millón SAR cost savings on fleet spare parts & modification project

- Conduct a series of monthly meetings, as part of the Consensus Demand Planning Process (CDP), to ensure alignment & agreement of the 18 months
rolling forecast across the business functions (Supply Chain, Sales, & Finance)

- Manage a group of 4 planners to oversee distribution cost minimization whilst
ensuring product availability in all sites & distribution centers

- Negotiate lead time & pricing contracts with local and overseas suppliers primarily for raw & packaging materials

Key Achievements:
- 10+ Million SAR in Procurement & Distribution cost savings during 2015

- Through strong coordination with Sales & Production team, eliminated the cost of wasted materials during a phase out/in project for complete branding redesign for packaging and printing materials

- Prepared & reviewed complete raw & packaging materials data in preparation
for ERP data upload migration stage.

- Create dynamic production & supply plans taking into account capacity & logistics limitations. (National Level; 3 manufacturing sites & 4 distribution centers)

- Prepare & present weekly and monthly operational KPIs to senior management highlighting performance gaps and remedy action plan to close those gaps

Key Achievements:
- Created and administered a comprehensive induction plan for newly appointed supply chain staff with focus on D&SP, procurement, warehousing, and safety SOPs as per QMS & ISO standards

- Reduced raw and packaging materials stock-cover from 52 to 30 days thereby achieving the target for 2014 and matching the zonal benchmark

- Designed an intra-organizational KPI as a preventative measure to effectively predict and react to potential stock-out situations on a weekly basis. This has resulted in zero stock-outs for 2014 & 2015