Supply Chain Project Manager
Mohamed Hamoud Alshaya
Total years of experience :12 years, 4 Months
Working on the strategic and operational supply chain requirements of MH Alshaya in Kuwait focusing on the Food Supply Chain for Casual Dining Brands
Key Achievements:
Facilitated the Value Chain Mapping of the top key processes of Supply Chain food Division
a) Order to Delivery from International Suppliers to Central Distribution
b) Order to Delivery from Central Distribution to Stores
c) New Product Onboarding process and new article set up
d) Supplier Quality Approval process and supplier set up
e) Costing Matrix to create costing factor
f) Changes to an existing approved product and the approval process
Designed and modeled the top key processes on MS Visio to facilitate the development of an online workflow to create new product and capture changes that occur for a product and obtain approval online.
Worked with procurement team to upgrade procurement policy; Transformation to Value Purchasing versus Price Purchasing. Development of a supplier and product segmentation approach to simplify supplier base.
Combined analysis of supplier category and product classification, source and route to market with view to improving supplier/product cost initiatives.
Worked on Business Requirement Document (BRD) to deliver Food Master Data Management online workflow.
Worked on development of a Supplier Manual Guide for supplier delivery to Central Distribution Center.
Worked with legal department in creating food/non-food local supply agreement confirming terms and conditions under which suppliers in Egypt market supply and deliver goods to Central Distribution Center or direct to restaurants.
nsight into the strategic and operational supply chain requirements of Unilever’s distributor in Kuwait
Role supported the determination of a customer service portfolio to the distributor in a competitive way leading to bottom line profitability to Unilever operation in Kuwait.
Key Achievements:
Employed a Co-packing planner and Coordinator to implement Central and Local promotional plan with minimal budget usage.
Built up a matrix for Slow and Obsolete Inventory (SLOB) by period of expiry together with action plan for Category Management Team. Highlighted inventory at a value of 140, 000 KWD that is at risk due to near expiry. Supported the move of near expiries to General Trade to be sold faster.
Built up an ABC matrix to control inventory level by SKU and by Category.
Reduced out of stock level for A and B class SKUs from 40% to 11% before end of Q1 which increased CCFOT to above 95%. Stopped C class shipments as an action to optimize the use of warehouses’ spaces. Influenced distributor to increase warehouse space by 4000 square meters. Registered Quality related complaints on Unilever Complain Tool and ensured solutions investigated and actions were taken by Quality Team
Disbanded a promotional batch of value 16000 KWD to reduce the cost of write off within monthly allocated budget.
Managed the International Purchasing Operation of the Electronics sector including White/Brown goods, Air conditioning, Small Houseware, IT, Telecom and Gaming with a team of eight (Purchasing Value from Jan-13 till Oct-13 was KD 40m)
Key Achievements:
Team training on weekly monitor of Order Fill Rate (OFR) delivering improved scores from 45% in 2012 to 76% in 2013. Monthly monitoring of forecast accuracy resulted in improved projection to sales and reduced variance. Dealing with China Operations Team on improved supply chain visibility and reducing quality control inspection lead times.
Developed supply chain balanced scorecard to track supply chain KPIs e.g. order fill rate and on time delivery. Classified suppliers into 4 categories based on that matrix and evaluated them on quarterly basis.
Influenced a change in pre-ordering time-consuming approval process which resulted into increase in sales due to faster processing of orders.
Developed an “Open to Buy” (OTB) excel planning tool for OEM Business to control purchase values within budget and reduce inventory variance (Forecast versus Actual) on weekly basis.
Improved monthly planning processes of purchase functions and liaised with Category Management Team to maintain optimum inventory; avoided several out-of-stock and over-stocking situations.
Handling of the end to end supply chain auditing process together with the compliance department.
Managed the supply chain and full operations of accounts in Iran, Iraq, Yemen, Levant (Jordan, Syria, Lebanon) and Saudi Arabia with T/O of € 20 M and 1550 order lines
Key Achievements:
Supported the customer and KAM in sourcing cost effective shipping routes to Iraq which led to achieving sales targets of 3M Euro
Achieved 100% service levels by controlling the Order Handling Bucket of the OTD process through SAP.
Resolution of issues related to Iraq’s pre-inspection ICIGI program in 2011 and drove the process for solutions including setting up meetings with Bureau VERITAS and other inspection entities.
Support finance and sales team in collecting payments from the customers in short notices leading to successful results in Iraq. Increased sales in Iraq by 40% in 2011 versus 2010
Development of a Standard Operating Process (SOP) for Export Control (EC) together with Corporate / Local Export Control officers in 2010 that reduced the sales risk in embargo countries and achieved approval from auditors.
Championed and implemented an “OTD” process in KSA that improved service level; increased sales cycles that contributed to 30% growth rate in the period of Q2 2010 to Q1 2011.
Reduced the incidence of demurrage cost due to shipments arrival at ports without customer knowledge by creation of a standard shipment advice note improving on time delivery of shipping documents to customers.
Member of the Central Planning and Shipping Team in charge of planning for the raw material and the daily supply of ready mix concrete across Dubai with T/O of €45 M
Planned for the raw material requirements and prepared for the concrete schedule of 4000 to 7000 CBM per day in coordination with concrete plants and raw material departments.
ORASOM Telecom subsidiary and agent of SAGEM SA (SAFRAN GROUP), PCN specialized in GSM site construction, supply of fiber optics equipment, general telecom and data networks implementation with T/O of $20 M
Key Achievements:
Managed a team of 5 to procure GSM & Telecoms equipment from international and local suppliers for delivery to local and overseas projects in Algeria and Bangladesh
Introduced and educated new suppliers of Telecommunication Shelters (TS) to the Egyptian market which reduced the monopoly of one key supplier resulting in reduction of prices of TS up to 31% in year 2005.
Managed strategic suppliers of TELCOM Equipment including tower steel structure of value €126K / site.
Outsourced Civil work, delivered net saving target of 30%.
Reduced inventory carrying cost in Algeria warehouse by scrapping unsold material and selling out steel beams to other industries.
A leading global provider of secure, reliable and on-demand electronic supply chain services
Produced management reports to evaluate market prices and allow informed price decision making. Analyzed service cost, competitors’ cost and supported IT installing the service. Prepared monthly payment collection plan to collector.
The College of Management and Technology
