Manizeh Dossa

Responsible for warehousing, imports logistics and transportation across Pakistan
1). Leading team of 6 individuals including 3 managers and remaining technicians.

2). Managing multiple key vendors including 3PL (Third Party Logistics) warehouse vendor - Agility, 6 transportation vendors and 2 imports logistics vendors for operations across Pakistan

3). Responsible for end-to-end delivery of 10% cost savings target via driving operating efficiencies and innovation in cost saving

4). Leading strategic cost savings projects to eliminate import/customer demurrage & detention on imported and customer containers

5). Improvement in Turnaround time of containers by 30%

1). Analyzed and presented opportunities of growth for customer across key brands/variants to maximize store sales by 10% (annualized)
a. Shave Care turnaround plan to grow Customer business by 6pts pitching promotions on disposables and execution of safer cases pilot (to prevent theft)
b. Weekly Price Elasticity Analysis on Liquid Detergents at Customer to conclude ineffectiveness of promotions on 2 liter variants
c. Effectiveness of redemption programs & free gifts on competitive brands gaining share on Shampoo category

2). Deployed end-to-end “initiative” delivery process to customer: from concept sell to shelf merchandising

3). Institutionalized sales fundamentals tracking across 21 stores in the region for systematic action planning with merchandisers

4). Executed multi-brand roadshow to drive sales across brands and trade up consumers to premium brands
a. Air Care thematic Store Activation tying in with Customer's Big Member discount
b. Detergent Roadshow with focus on trading across laundry softeners
c. Additional displays of Shave Care for 10 stores in lieu of disposables promotion
d. Concept sells at Headquarters for all new listings

1). Launched Service ex-Distributor for Pakistan with ideal core capabilities:
a. Granularity & Frequency of Reporting: Daily Reporting on an SKU/Location Level
b. Root Cause Analysis: Weekly root-causing with Planning Service Center & Distributor
c. Operating Strategy with Planning Service Center aligned to include all drumbeats, touch-points, and escalation matrix

2). Lead overall service program for Pakistan resulting in 14pts service improvement comprising of the following fronts:
a. SKU level planning with Distributor; management of shipments on blocked status of OOS SKUs
b. Liaison with demand team for forecasting related root-causing and action planning
c. Key Distributor interventions: separate tracking of
Power SKUs for planning/offloading
d. Revamp of Distributor sales target setting process to week 3 of previous month; critical for reduction in location wise planning disparities and reducing Week 1 OOS

3). Key pillar for achieving highest ever METRO (Key Customer) Service @ 85% (+10 pts versus previous fiscal) via strong co-ordination with Distributor planning team, monthly master data maintenance, priority shipments execution and monthly connect with Distributor

4). Key executor of shipments flattening project in Pakistan via alignment of Distributor for ordering in weekly buckets of 25% - resultant in $0.5 million savings in cost on transport and warehousing

5). Completed an inventory analysis via Voyager (SAP tool) in order to be able to recommend the inventory levels required to be maintained on-ground for 98% service

6). Conducted First Ever End to End Value Stream Mapping with Customer which lead to identification of ~1.2 MM of T&W savings

7). In partnership with the Distributor launched On Shelf Availability Program with ~100 merchandisers in top 11 cities of Pakistan for both: modern and traditional trade customers. The scope of this project was ~30% of overall business. The merchandisers ensured:
a. Product availability on the shelves
b. Plano gram compliance: Visibility of power SKUs, Value Claims and Display
c. Recording of On-Shelf Availability for all SKUs

In-line with IMEA (India Middle East & Africa) service expansion plan, On-Shelf Availability is a fundamental measure to drive breadth and depth beyond existing service measures. In Pakistan, the key challenges to launch and sustain an On-Shelf Availability Program were as follows:
a. Distributor not aligned to share Customer level data
b. Low ROI of deploying an independent tracking program

This mechanism overcame the above listed challenges without any additional up-charge and within the current framework data was available to all stakeholders to drive long-term results.

Overall forecast improvement by 10pts versus last fiscal
1). Statistical Forecasting
Implemented stat forecasting in Pakistan to leverage SAP and GUI intelligence for forecast creation

2). Forecast Validation
Built "Reasonability" checks on forecast via leveraging the FCT validation tool

3). Weekly demand forecasting
Reflection of weekly demand splits based on historical shipments pattern to ensure accurate shipments phasing in collaboration with Planning Service Center

4). Revamped Shipments Building Blocks for two consecutive years
To drive clarity of key forecast volume drivers and ‘incrementality’ of volume behind building blocks via driving granular lineup/channel focus

5). Use of Key Forecast changes Template and highlighting Risks & Ops for improvements in forecasting
Use of key forecast changes and Risks & Ops in Touch Point Decks and country GM sufficiency meetings to communicate risks and opportunities in the forecast to identify the gaps and introduce gap closing plans with the help of the business category teams

6). Initiative Readiness: 25% improvement on on-time delivery of initiatives for household care
a. Revamped Initiative Execution Tracking via understanding and reapplication of best practices from the AP pertaining to the Initiative Review Meeting

b. Aligned key stakeholders including Sales & Brand teams to leverage the Initiative Review Meeting and introduce more focus to readiness for future initiatives vs. reviews to provide for visibility of all product initiatives for internal and external stakeholders for next 6 months horizon

c. Introduced Tracking of key milestones pertaining to the initiatives to identify areas for support required from multiple stakeholders

d. Helped introduce rigor in initiatives execution via monthly by-category score-carding