Arabian Peninsula and Pakistan Demand Planning Manager
Procter & Gamble
Total years of experience :17 years, 9 Months
Responsible of leading the demand planning team for total P&G portfolio in Arabian Peninsula and Pakistan markets in MEA End to End Planning Service Center in Cairo. The scope includes 8 countries and 12 different categories where P&G represents more than 30% of the total business in these markets and achieves more than $700MM sales. Demand planning team is a key enabler for the company’s double digits volume and sales growth index versus year ago.
Led the demand planning team to improve Mean Absolute Percentage Error (SKU forecast accuracy measure) by 5% in one year.
Holding the additional responsibility of Beauty Care, Hair Care, Shave Care and, Oral Care demand SPOC across MEA in front of supply and regional business unit teams.
Responsible of leading the initiatives regional multi-functional delivery team in their contribution to the rapid growth of the Hair Care business through the successful deliveries of Product Development Projects that meet consumer needs with minimum cost and competitive lead time.
Took over the responsibility of developing the Category new Initiatives Operations Leaders and the integration of all the initiatives planning team in the region from plants, market development organizations and, regional business unit to the new MEA End to End Planning Service Center in Cairo.
Added responsibility of total Hair Care initiatives portfolio in the region containing 7 plants and 6 market development organizations including more than 20 countries in MEA region.
Member of the Initiatives Operations Planning network in EMEA to design and lock detailed scope and processes of initiatives operations planning and representing Cairo Planning Service Center as a lead model for the European Planning Centers that are under development.
Took over the delivery of the biggest Pantene innovation in the region during the last decade. This project delivered successfully around 10% incremental volume in addition to a line extension containing a variety of new products and variants introduced to MEA region for the first time including Hair Shampoos, Conditioners and, Treatments products.
Led successfully all mid-Tier and Herbal Essences initiatives in the region as per the initiatives master plan.
Led successfully supply network design optimization projects like sourcing change from P&G plant in France to P&G Dammam plant and sourcing change to Pakistan market from P&G China plant to P&G Dammam plant. Supply network optimization projects delivered more than $1 Million of transportation cost savings to the region.
Was acting as the contact between P&G Plants, and, Market Development Organizations to deliver products initiatives through a Stage-Gate P&G global standard process.
Responsible of Hair Care products sourcing decisions in the region to achieve the optimum sourcing plans that deliver cost reduction and supply chain simplification.
Led the plant initiatives team to deliver successfully 30 projects in 1.5 years. The initiatives scope included more than 250 SKUs. The proven flexibility in delivering all projects on time and in some cases in stretch schedules helped the business to enjoy more than $1.6MM of Supply Driven Net Outside Sales in addition to $1.7MM cost savings.
As Cost savings program leader, delivered more than $13.0MM of structural savings in 1.5 years reaching a new record in Dammam Plant Hair Care cost savings history. More than 94 cost savings projects have been delivered in 1.5 years.
As Loss Analysis program leader, was able to build in the supply chain team the capability to utilize loss analysis and loss elimination P&G standard tools. As a result, the team has discovered a loss opportunity of $22.0MM to be eliminated in the next 3 years.
Had the responsibility of 7 production lines, directly managed the progressive maintenance team including 7 P&Gers, 2 Contract Labors and functionally managed the operations team including 28 P&Gers and 56 Contract Labors on the lines.
Led the operations team to achieve 10% Process Reliability increase within 2 years through effective implementation of Reliability Engineering tools (e.g. Hoshin Analysis, Root Cause Analysis, Breakdown Elimination and, Mean Time Between Failure Analysis).
Led successfully a Work Process Improvement Project to save 2 contract labors and 2 P&Gers from the progressive maintenance team through optimizing their tasks and eliminating non-adding value tasks.
Had the additional responsibility of Maintenance & Repair Cost control owner for Laundry Packing Department. Led the operations department team to decrease maintenance and repair spending dramatically by 40% within 6 months through the effective implementation of loss analysis techniques and re-applying the best in class systems to sustain results.
Responsible of reporting the plant key performance measures on a weekly and monthly basis in the M&W (Manufacturing & Warehousing) System.
Plant performance scorecard owner.
Conducted regular Audits on the different departments in the plant in order to ensure the system capability and calibration.
Responsible of conducting monthly reconciliation with the F&A Team for Material and Production losses.
Responsible of developing the plant action plan to achieve the M&W phase targets and to be ready to move to next phase.
Responsible of reporting Unilever Mashreq 7 countries sales, stocks and, pipeline per SKU level on daily and monthly basis.
Qualified user of the CVA (Customer/Cluster/Channel Value Assessment) and OPSO (Optimizing Promotional Sell Out) Tools; these tools are used to support Trade Marketing Team to assess trade promotions and to classify customers.
Had the additional responsibility to validate S&OP system data for Unilever Mashreq countries.
- My cumulative grade is : Good (74.28%) - My Bsc project was in MPS (Master Production Scheduling) in FAC Filters Co. with a final grade : Excellent. - My rank is : The 7th/160
- My final grade was : 97% - My rank was : The 13th/180