Regional Manager, Aftersales Business Development, Planning & Marketing
Nissan Middle East
مجموع سنوات الخبرة :15 years, 1 أشهر
Aftersales Business Planning:
• Responsible of setting the regional Aftersales Business Plan, both parts business and service business, for all Nissan National Sales Companies (NSC’s) in the Middle East region (GCC, Levant & Turkey):
o Setting BP KPI objectives for Parts Business such as parts purchase by production source, local market sales, stock month, and fill rate.
o Setting KPI Objectives for Service Business such as No. of CPRO by channel (Mechanical PMS, GR and Body & Paint), Retention & Service Sales.
o Incorporating both quantitative factors (e.g. New Vehicle Sales, UIO, FOREX, etc.), as well as qualitative factors (macro-economics, market conditions, etc.) in setting the Business Plan
o Communicating with each NSC individually for agreement of business plan objectives and the support needed from Nissan side.
o Building forecasts based on the actuals every quarter, analyzing the gap between actual and BP, and suggesting recovery plans if needed to achieve the Business Plan
o Developed the Nissan Mid-Term Plan (MTP) 2017-2022 for Parts & Service Business
Aftersales Business Development:
• Management of parts business of more than AED 2 Billion on NSC level as a whole, as well as management of parts on product level
o Developed Fleet support & Wholesale Incentive programs to increase sales in these segments
o Developed a tool of Spare Parts Operational Tracking (SPOT) using Tableau to automate parts performance tracking, and easy detection of variation in trends of sales volumes
o Participated in the wholesalers gathering for the major parts wholesalers to enhance the communication with the wholesalers, as well as generating business opportunity on spot and in future
o Achievement of 100% in parts sales in FY16 vs Business Plan
Parts Pricing Strategy and Management:
• Driving the pricing strategy of Nissan parts in the region, customized by product type “first line part, 2nd line, or accessory”, and channel “retail and wholesale”.
• Responsible of market parts price positioning to ensure a competitive parts pricing position in the Middle East
o Conducted multiple regional parts pricing surveys in the GCC region to get actual market parts prices in retail, wholesale & service channels
o Analyzing the inputs and reflecting the impact of parts prices on Total Cost of Maintenance (TCM)
o Expanding the scope of pricing survey to include PM Benchmarking, to understand the position of parts price impact in total maintenance cost for service channel.
Aftersales Financial Controller:
• Responsibility of Aftersales complete Profit & Loss (PL) Statement, including revenue, gross profit, expenses (G&A, VME & FMI), and Operating Profit.
• Responsible of maintaining healthy level of Operating Profit through:
o Optimizing (Maximizing) Gross Profit: by maintaining a healthy GP% mix by product and channel
o Optimizing (Minimizing) Marketing & Sales Budget expenses
• Acting as the key business contact person for NMEF regional finance.
Brand Protection-Intellectual Property Rights (IPR):
• Responsible of the Intellectual Property Rights (IPR), protecting the Nissan brand for Aftersales Parts against any attempt of producing, exporting or selling non-genuine or counterfeit parts under the Nissan name, by:
o In cooperation with the global Nissan IPR team in Japan, assigned a legal office to investigate the attempts of producing or selling non-genuine parts, and estimating the ROI
o Pro-active protection by training the customs authorities on Nissan genuine parts
Parts Business Planning:
• Responsible of setting the regional Parts Business Plan for all counties in the Middle East region (GCC, Levant & Turkey), including all KPI objectives such as parts purchase by production source, local market sales, stock month, and fill rate:
o Developed thorough study on parts business trends in the past, creating templates for pro-active BP
o Optimized the purchase mix of Nissan National Sales Companies (NSC’s) from the Multi-Production Sources (MPS) so that to set challenging yet achievable targets
Parts Pricing Management:
• Responsible of managing parts pricing to ensure meeting customer’s expectations while maintaining healthy profit, through market intelligence & sales trends:
o Conducted the regional parts pricing survey to get actual market parts prices in retail, wholesale & service channels
o Generating an executive summary report, and provide recommendations to the Aftersales Director
• Optimizing operating profit through setting different gross margins based to the product category, considering volumes and customer perception, so that to maximize profit while maintaining competitiveness and CS.
• Supported the fleet sales department to win the Dubai Taxi Tender with over 400 Altima branded vehicles, by providing them with competitive special parts prices
Aftersales Business Intelligence Management & Performance Reporting:
• Monitoring and supporting the achievement of business plan through a structured MIS & reporting system on monthly, quarterly, semiannual and annual basis.
o Monthly monitoring of AS performance through Monthly Operational Reports (MOR) & Service KPI
o Thorough study & monthly summary of each NSC performance including the analysis, comments & feedback to the top management.
o Creating "Middle East Management Index" quarterly, as a tool of regional benchmarking
o Monthly update of NVS & UIO (forecast, BP & MTP)
• Advising the National Sales Companies (NSC's) on possible improvements based on the analysis.
Aftersales Marketing & Budget Management:
• Developing and launching programs tailored for every market and customer segment to enhance revenue and profits, such as wholesales programs, fleet support programs, product programs (oil, battery, accessory, etc.)
• Effective Aftersales Marketing budget management to optimize M&S Expenses, leading to enhanced Aftersales Operating Profit:
o Budgeting for the marketing support of each agreed activity in the region & estimating ROI
o Creation of programs MOU's of marketing support & activities that regularize the programs
• Optimizing AS marketing expenses, saving more than 10% of FY2016 AS marketing budget which reflected positively on AS operating profit.
• Organized the Regional Aftersales Conference June’16, AMI Regional Conference Jan’2016, and participated in organizing the Regional Aftersales Conference in June’2015.
Parts Inventory & Logistics:
• Planning the inventory to achieve the target sales, service level, stock month and turnover rate.
• Implementation of Syncron Global Inventory Management (GIM) software.
• Planning & implementation of automatic replenishment of branches from the Parts Distribution Center
(PDC) to branches based on stocking policy for branches, target service level and demand history
• Creation of TOYOTA Egypt parts business model, as base of the flow of products within the supply chain.
• For product stock replenishment management, participating in preparing the weekly order. Reviewing the suggested lines and quantities and applying any adjustment needed.
• Collecting and analyzing feedback from other departments (e.g. sales, field operations, customer relations) about products availability and customer satisfaction results and compare the feedback with the measured availability results.
• For emergency order management, cooperating with Kaizen & Field Operation team and IT team to create a software for managing special order parts (i.e. parts which are needed urgently by workshop customers and cannot be supplied immediately) to enhance the synchronization between service and parts.
• Analysis of the confirmed emergency orders on monthly basis to get to know whether these parts were stock or non-stock items according to branches inventory policy.
• Contributing to developing TOYOTA Dealer Stocking Guide (DSG) on both national and branch levels, so that to optimize stock levels along the supply chain.
• Participated in creating TOYOTA's Customer First Mid-Range Plan (2014-2018) in the area of (Parts Supply Operations Enhancement) as a 5-years plan with a strategic overall objective of increasing CS.
Parts Pricing:
• Participating in creating the new ICC and pricing matrix for TOYOTA Egypt.
• Participating in creating the discount matrix for wholesale/dealer sales.
• Adding a manual group for service products which guarantees achieving the target G.M through the agreed period of fixing service products prices.
• Distributing the annual budget, with reference to the target set by enterprise top management, on branches and sales channels so that to fulfill target sales and G.M based on the capability/sales history.
• Conducting study of parts (Warranty Factor) based on all cost elements (e.g. logistics cost, carrying cost, insurance cost, handling cost, ..etc) so that to get to know with precision the factor of procuring the parts .
Parts Distribution Center (PDC) project:
Participating as a key member in the establishment of Toyota’s new PDC in Egypt, in the following aspects:
• Facility:
o Working with the suppliers throughout the phases from layouts, racking & equipment
• Operation:
o Creating the structure of the Just-In-Time (JIT) physical distribution program from the PDC to branches and customers, including the calculations of fleet requirements & route optimization
o Developing of the Standard Operating Procedures (SOP’s) for warehousing processes
o Participating in the location assignment of parts locations based on the 7 storage techniques
o Managed the stock-building for the PDC, including new procurement and smooth transfer from branches to PDC to ensure parts availability will not be affected
• Systems:
o Implementation of SAP EWM as warehouse management system & Syncron GIM as inventory management system
As a member of Kaizen & Field Operations Team, Service Department, in the After Sales Services Division, I have contributed to the following:
•Participating in the preparations for TEG National Skills Contest 2011.
•Participating in preparing and launching Anti-Counterfeit Parts Campaign.
•Communicating with service and technical advisors and get feedback in both operation and technicality to report to Kaizen & F.O Manager about possible Kaizen activities.
•Participating in the evaluation of Express Maintenance (EM) performance (i.e. Quality of repair, accuracy of parts installation, time of performing maintenance, writing down needed comments on the job card).
•Maintain the effective use of job progress control board by checking planned vs. actual running jobs.
As a Lieutenant Engineer in the Air Force, I had worked on two major roles:
o Daytime role: Workshop Engineer, Metalwork’s Workshop, Maintenance Hangar
Leading technicians operating on the roll-bending, hydraulic shearing machines.
o Nighttime role: Technical Instructor, English Language school, Technical Training Department
Instructor and Vice-Leader of the Base’s English Language School, evaluating placement tests, conducting courses of English language for Pilots, Engineers and Technicians.
I have studied in the (Production Engineering) Department in the Faculty of Engineering, Alexandria University. I have studied courses related to several areas such as: - Mechanical Design (static and dynamic design, mechanical drawings, etc.) - Manufacturing (metal forming, casting, machining, welding, etc) - Mehcanical Vibrations - Machinery Condition Monitoring. Also, my study included intensive focus on Industrial Engineering subjects, such as: - Operations Research (e.g. Linear Programming and Optimizations Models) - Management Information System (MIS) - Engineering Economy -Operations Management (e.g. Supply Chain Management & Inventory Management) - Production Planning and Shceduling - Facilities Planning Activities and Societies: - Participated as a Board Member in the 37th International Conference on Computers & Industrial Engineering (Organized by Alexandria University, Faculty of Engineering). - BSc Project: Modeling of metal forming processes (Modeling of forming processes such as upsetting, rolling, and extrusion using the slab and Finite Element Modeling techniques). BSc Project grade: Distinction. - Rewarded certificates of appreciation for acquiring a grade of "Very Good" in all years of Production Engineering study