Majed Oushi

-Driving Lays, Chipsy & Doritos for both GCCF & Egypt
-Drive AOP 3 years MEA Foods innovation business platform revenue.
-Drive AOP target GM and planned launch timings in MEA Foods launches.
-Managing diversity and inclusion team in MEA.
-Lead / design R&D processes and build sustainable system.
-Develop / build MEA people capability and technical & managerial competencies to drive BU agenda.
-Building MEA people career plan and growth.
-Setting MEA productivity agenda & efficiency for both BU’s and delivered $2.0MM per annum.
-Setting production process optimization agenda for Egypt & Saudi and improved the efficiencies by 10%.
-Leading Quality stewardship and improved product quality vs. competitions & Standard product.
-Leading innovation process & agenda, setting full AOP/SBP calendar with marketing and finance on Capex, P&L, Volume & revenue.
-Interacted and supported Ops team with leveraging their capabilities and competencies on solving issues.
-Leading innovation development processes (I-crave) for MEA and develop certified process owner in each BU.
-Lead R&D Organization Health Check (OHS) task team and address gaps with actions to improve MEA Foods OHS results.
-Leading MEA team on HS across business portfolio for both GCCF and Egypt to achieve total 30% NA reduction.
-Drive to harmonize R&D operation across both BU’s in MEA.
-Formulate & Implement departmental policies & procedure to improve manpower utilization.
-Leading and setting annual departmental budget.
-Establishing feasibility studies for business innovation growth.


Achievements:
-Managed / Design Innovation products with successful drove end-to-end of innovation products:
a)Lays Xtra in GCCF & Egypt
b)Lays “Flavor Cup” for both GCCF & Egypt.
c)Tasali Yoghurt & Herb “ridged Chips” in Saudi
d)Doritos Shots

-Leading (OECB) Operational Excellence Capability Building that stresses the application of a variety of principles, systems, and tools toward the sustainable improvement.
-Lead/ design R&D score card and identify area of improvement with action plan.
-Driving people capability building and technical competencies.
-Leading MEAnnovation/Process integration for BU and defined gaps and area of improvements
-Change manager for implementing Stage Gate process across commercial team.
-Leading technical and Consumer insight stage gate process roll out and implementation.
-Optimized new product/packaging development, market research, product testing, segmentation studies.
-Lead BU Standardization /harmonization process and documentations

-Drive GCCF to deliver AOP 1- 3 years foods KSA innovation revenue, GM and launch timing.
-Implement an improved innovation planning cycle to enable earlier innovation plans locking and better long term innovation pipeline filling, resulting in:
1-Fewer: aggressively cut tail projects with < 5% of projects below defined Revenue.
2-Bigger: drive and expand scalable platforms across Foods KSA. Ensure readiness for expansion platform based big innovations as per AOP plans.
3-Better: Improve innovation readiness for projects.
-Build strategy to develop incremental growth and create new market (5 years strategy).

-Leading Human sustainability roadmap and development on company portfolio.
-Driving / delivering productivity agenda with annual saving $500M.

-Lead BU supplier strategy team and qualify local supplier.
-Commissioning / qualifying new equipment’s and new lines.
-NPD Designing and define RM, EQ, process, packaging & SOP for GCC & Levant region.

-Improved/sustain quality standard to comply with PepsiCo standard.

-Brand conformance to Saudi regulation.

-Building /develop GCCF R&D associates technical and managerial capabilities .


Achievements:
-Managed / Design Innovation products:
A)Lays Max 60% NR on 2012 innovation project growth.
b)Lays “Flavor Me” contributed 12% NR and 4% increase in market share.
-Reduce research cost across all consumer researches by 20%.
-Reduce raw material cost by 20%.
-Increased yield by 10%.
-Developed / rolled out to region a strategy plan on GNG “Global nutrition Guideline” journey.
-Developed HS journey and qualified 30% Na reduction across Potato Chips category.
-Successful drove end-to-end of innovation products e.g. Chilli lemon, Yogurt and herbs, Tasali Cheddar cheese, Tasali popcorn in GCC and Levant region.


Awarded:
-(1) MEA award (Design with quality )
-(1) MEA award (Collaboration).
-(1) AMEA award (Collaboration).
-(1) PepsiCo award (above & Beyond).

-Innovative, progressive and results oriented supply chain and operations professional, highly skilled in integrated end - to -
end supply chain management.
-Led designing / rolling MRPII concept and collaborative planning tool in Saudi.
-Extensive knowledge of continuous process improvement methodologies.
-Successfully implemented ERP in planning, proven track record of optimizing costs, establishing scorecard,
leadership, interpersonal, team-building, change management, analytical and facilitation skills.
-Led continuous improvements in all supply chain areas by using Kaizen methodologies (losses identification,
deployments, launching of teams, trainings and losses eradications)
-Integrate and correlate four pillar (SC, FI, QA & cost pillar)
-Led Order Fulfillment Packaging Material Processes (Design Management, Order
Management, Production Planning, Materials Planning)
-Member in WCM / SC pillar to build/ improve SC focus & strategy (Customer satisfaction, Inventory days, Optimizing production & cost reduction).
-Managed organization wide change to align processes with business goals, reduce inefficiencies and deliver
measurable results in accordance with key supply chain objectives

Achievements:
-Implementation of management resource planning (MRPII) process starting S&OP, rough cut capacity, aggregate plan and master production scheduler.
-Achieve total saving from implementing MRPII around $300M / year.
-Reduced committed lead time by 50%.
-Improved forecast accuracy by 22%.
-Optimization of capacity - set up reduction by 24%.
-Total inventory reduction by 14%.
-Finished good inventory reduction by 32%.
-Perfect delivery improvement by 63%.
-Led / improve Saudi employee engagement team with Total Productive Maintenance (TPM) “Kaizen”.
-Optimized production efficiency and utilization through planning by 6%.
-Effective contribution for “award of excellence” by Japanese Institute of plant maintenance (JIPM)

-Managing overall work-force +/- 15 employee.
-Managing a production of manual operation with Make to Order policy.
-Planning and Purchasing the raw material by making use of MRP & JIT systems in order to keep inventory at lowest level.
-Setting Reorder Level with frequent updating, monitoring invetory control and calculating average consumption per intervals
-Interviewing vendors’ agents and representatives, then Reviewing and approving purchase requisitions covering assigned purchased materials components at the most favorable costs and terms consistent with standards of quality and operations’ schedules.
-Implemented 5S program.

o Intergrted Planning
1-Master Production Schedule (MPS)
2-Daily Production Plan
3-Rough Cut Capacity Planning (RCCP)
4-Material Requiremnet Planning (MRP)
5-Inventory Control & Out Of Stock Control (OOS)
6-Reduce RM inventory.

o Production & Process Control
1-Daily Production Adherence
2-Manpower Plan
3-Productivity (Kg/Manhour)
4-Material Utilization & Scrape Control
5-Statistical Process Control (SPC)

o Maintenance
1-Process Reliability
2-Preventive manintenance (Overhual, Service)
3-Breakdown Reapair & Root Cause Analysis

*Achievements:
o Setting Manufacturing Excellence as a strategy
o PA (Production Adherence)>95%
o Annual Inventory Count Accuracy: -2%
o Capacity Optimization - set up reduction by 50%.
o Improve utilization / efficiency - conducting time motion study by 20%.
o Saving Projects (200, 000SR)
o Reducing manufacturing cost for products by 7%.
o Minimized waste by 10%.

*Team Member:
o Team member of ABC costing.
o Established Inventory Record Accuracy team in different departments.
o Set up reduction team.
o Time motion study team.