Head Fleet and Transport
Superdoll Group of Companies
Total years of experience :28 years, 7 Months
1) Handling Fleet Maintainance, Workshop and Operations for 300+ Trailers moving across Tanzania, Kenya, Uganda and Congo.
2) Managing 400 staff, Spares Procurement, Budgets, Fleet Efficiencies, Workshop Management, Tyre and Fuel Efficiencies, Training and Recruitment and General Administration
3) Structured KRAs and attached KPI metrics formatting them into efficiency reporting
4) Fleet Availability enhanced from 89% to 96%
5) Spares Cost Optimization of 15%
6) Tyre Cost Optimization of 28%
7) Workshop Standage reduced by 6%
8) Initiating Digitalization of processes and relevant KRA’s
1) Managing fleet of 350 Trailers, Trucks, Cars and Forklifts of Scania, DAF, Iveco and Tata makes
2) Fleet Availability enhanced from 81% to 94%
3) Workshop Standage reduced from 19% to 6.7%
4) Trip turnaround enhanced from 4.7 to 5.9 trips
5) Tyre consumption reduced from $27000 to $15000
6) Fuel allowance reduced to $6000
7) Handling workforce of over 500 personnel
8) Initiated Safety Driving Measures
9) Handling Staff, Driver and Mechanics recruitments
10) Enhancing GPS and Transport Software
11) Handling Spares, Fuel and Lubes procurement
.Managing Fleet and Transport Operations for Riyadh, Jeddah, Dammam and Bahrain
2.Fleet Utilization enhanced from 76% in October 2017 to 89% to close December 2017
3.Repair and Maintenance Cost controlled from SAR 2400 in Oct 2017 to SAR 1599 close December 2017
4.Reduced outsourced spend by 8%
5.Fuel costs controlled from 2kmpl to 2.4kmpl in case of trailers and from 2.5kmpl for rigids to 3.5kmpl
6.Responsible for Fleet Utilization and Maintenance of the Trucks and Trailers - Total 110 Trailers and trucks
7.Formatting of KPI’s and Performance Analysis
8.Management and Interaction with Customers across Saudi Arabia, presenting rates, handling customer Projects, addressing complaints, claims and maintaining a communication channel.
9.Transport Software enhancement recommended, currently being processed which will increase Fleet and Staff Efficiency
• Manage the transportation division as an independent SBU with key performance indicators (KPI) for key deliverables and budget to deliver all materials, products and staff transportation requirements.
• Lead a team of professionals and anchor all activities related to administration, operation & maintenance of the company fleet of 700+ trucks and 120 Buses for movement of products like ice cream, chocolates, biscuits and flour.
• Supervise & coordinate the procurement of spares and supplies required for maintenance of the fleet ensuring optimum stock levels.
• Coordinate capital expenditure for procurement of vehicles and equipment to meet the current and future operational need of the group.
• Established and Centralizedthe company’s staff bus division meeting commuting needs of 6500 staff across various plants, offices and locations.
• Manage the centralized export & distribution fleet ensuring high quality logistics support to sales and marketing teams.
• Liaise with customers in Saudi Arabia and coordinate with sales and marketing teams in fulfilling expectations and resolving issues.
• Coordinate with the HR department in planning manpower requirements and in selection, recruitment and training of staff of the division.
MAJOR ACHIEVEMENTS
➢ Cost Savings in Spares and Tyre Management of U$D 450, 000 per annum
➢ Cost Savings of U$D 35, 000 on top end cars of the Group
➢ Cost Saving of U$D 200, 000 per annum by restructuring Fleet Maintenance Schedule
➢ Cost Saving of U$D 250, 000 per annum by Structuring and Centralizing the Staff Bus Transportation Division
➢ Additional Revenue Generation of U$D 40, 000 per month by enhancing back haul trips
➢ Enhanced Fleet Availability from 88% to 96%
➢ Enhanced Trip Turnaround from 2.9 to 3.6 per month
➢ Formatted GPS Management Systems to effectively track the fleet and enhance availability and OTIF, the latter from 81% to 93% average in 2015 -16
➢ Designed a self help software interface for drivers which tracked major fleet management metrics like kilometers, availability, downtime, tonnages carried etc.
➢ Was Transport Lead in formatting Business KPI’s and Reports through ERP System
➢ Handled Procurement of Vehicles, Spares and Tyres from Netherlands, France and Germany
➢ Breakdowns reduced from average of 52 per month to 30 per month
Logistics Operations
Transport Procurement
Cost Savings
Driver Training
GPS Operations
MHE Management
Analytical
Communicator
Innovator
Leader
Motivator
Trainer
Technical Diagnostics
Team Builder
•Enhanced cost saving of U$D 200, 000 per annum by restructuring fleet maintenance schedule and cost saving of U$D 250, 000 per annum by structuring and centralizing the Staff Bus Transportation Division
•Generated additional revenue of U$D 40, 000 per month by enhancing back haul trips
•Successfully designed a self-help software interface for drivers which tracked major fleet management metrics like kilometers, availability, downtime, tonnages carried
•Acted as a Transport Lead in formatting business KPI’S and reports through ERP System
•Reduced tyre consumption by 18% and set fuel limitations thus reducing fuel costs by 8%
•Participated in ISO audits and followed up to ensure close-out of non-conformities and compliance with all standard requirements
•Accelerated the development by establishing and managing transport workshops in Kampala and the rural Lira district
•Enhanced Fleet Availability from 88% to 96%, trip turnaround from 2.9 to 3.6 per month
•Formatted GPS Management Systems to effectively track the fleet and enhance availability and OTIF, the latter from 81% to 93% average in 2015 -16
•Enhanced cost saving of U$D 200, 000 per annum by restructuring fleet maintenance schedule and cost saving of U$D 250, 000 per annum by structuring and centralizing the Staff Bus Transportation Division
•Generated additional revenue of U$D 40, 000 per month by enhancing back haul trips
•Successfully designed a self-help software interface for drivers which tracked major fleet management metrics like kilometers, availability, downtime, tonnages carried
•Acted as a Transport Lead in formatting business KPI’S and reports through ERP System
•Reduced tyre consumption by 18% and set fuel limitations thus reducing fuel costs by 8%
•Participated in ISO audits and followed up to ensure close-out of non-conformities and compliance with all standard requirements
•Accelerated the development by establishing and managing transport workshops in Kampala and the rural Lira district
