Hussain Ghandurah

Previous scope in addition to the below:

- Leading S&OP+ cycle for factories supply in MEA region.
- Digitalization footprint: managed deployment of MEA Factory SC dashboard on Power BI. In addition to managing integration/digitalization scope of Factory supply planning process.
- Revamp MEA factories supply SLAs with existing and new customers.
- Redesign supply network planning with key SUs to ensure efficient supply with optimum cost and freshness

- Managed $100 M worth of inventory, through delivering best in class service and optimized inventories through S&OP+ and highly responsive and efficient Supply Chains
- Restoring operational excellence: Delivered enduring and continuous improvement through value leadership projects. Direct dispatch from KEC factory (160 K$ annual savings) and landing yearly cash closing inline with KEC factory target.
- Project On Time In Full (CCO line-Phase II): Introduction of new customers, establishing/reviewing SLAs, improving planning process for internal and external stocks
- Executed Daily Deployment Planning cycle to ensure even weekly phasing of deployment to MEA markets. Managed Consistent delivery above 98.5% Case fill and even phasing from Factory to Customers while mainlining products freshness during Covid-19
- Improved Factory planning agility through flawless execution of weekly plans. Support KEC factory in lines optimization/crewing (KEC new operation Model)
- Owned PULL process from KEC to customers including management of Pull signals.

- Monitored and improved daily department KPI's, measured campaigns performance/impact to ensure efficient stock coverage
- Orchestrated and led an establishment of S&OP+ cycle with Supply, Sales, Marketing, Commercial, and finance. Laid out a unique process for each business segment, shared and reviewed monthly rolling forecast
- Worked with senior leadership to establish effective forecast process.
- Laid out systematic process/tools for sales managers to follow and share monthly input
- Helped in overall MAPE reduction around 30% by providing helpful tools and support
- Production planner: maximized resource utilization to ensure OTIF, achieved production targets by managing day-to-day usage of department resources
- Measured and analyzed daily consumption and KPI of critical RM in both factories, alerted involved parties if needed

- Defined synergies related to a global approach on corrugate procurment.
- Worked in conjunction with PEP Global corrugated teams across the world.
- Analyzed the global corrugate industry for worldwide synergies that could be exploited by a global approach to fiber inputs and corrugate conversion.
- Analyzed PepsiCo's global spend and volume for corrugated packaging.
- Viewed differences and similarities for global suppliers capability for GTM needs.
- Laid out a unique strategy for PEP to support global approach to corrugate procurement.

- Synchronization Project "D&L" Synergy: conducted a work study on productivity improvement in the warehouse including inbound and outbound area; project identified a huge cost saving for the SNO.
- Built warehouse equipment tracker for the department. assigned weekly check list to keep track of equipments
- Directed the work of different independent contractors.

- Managed and supervised multiple major projects in the site, Construction of a football court and entertainment room (managed budget, negotiated with suppliers, conducted survey to measure employee satisfaction)
- Redesigned EHS office to accommodate more employees by incorporating ergonomic factors
- Reduced average project expenses by 20 % through aggressive negotiations with vendors.
- Lead a team of three interns to help improve the outcomes of Engineering department meeting
- Developed problem solving and time management skills through daily practice