محمد قاسم

Relocating external rented warehouses to provide more flexibility to the business and deliver cost savings.
• Working with production and finance to get rid of obsolete materials to free up space in our warehouses.
• Enhancing warehouses layout leading to increases in warehouses capacity by 20%
• Enhancements in material planning parameters and procurement strategy to enable cost saving in materials cost.
• Reduce materials days on hand by implementing a safety stock and materials re-order policy.
• Negotiating with international freight forwarders to deliver 15% saving vs. budget.
• Achieving procurement savings through adding multiple approved suppliers per materials instead of sole suppliers.
• Extending payment terms with suppliers to improve cash flow and working capital.
• Ensure on time in full delivery of goods to local and international customers despite very low forecast accuracy figures.
• Create a proper bidding process for trash and waste to avoid fraud and ensure the company sells with best market prices

• Managing complexity of highly seasonal demand for 1600 SKUs across 13 factories.
• Initialed Sales and Operations Planning process across a wide range of categories Meat, Vegetables, Concentrates, Juice, Dairy, Tomato paste, Cheese, Culinary, Jam, and Confectionary.
• Applied distribution planning process that avoided cost of renting trucks and using own fleet.
• Reduced stocks of near expiry finished goods stocks by 75%
• Minimized factory out of stocks by 80% by enhancing the production planning process.
• Maintain products freshness by reducing finished goods stock levels by 40% without affecting product availability.
• Avoided buying raw and packaging materials worth 25 Mio leading to saving cash.
• Reduced raw and packing materials stocks by 17%
• Saving 850 pallet position in the distribution centers as a result of maintaining the stocks at the right level.
• Providing speed to market by converting the Meat and Vegetables category to make to stock instead of make to order production strategy.

• Solved product availability issues by applying short and long term production planning process.
• Ensured full alignment between Operations side (Engineering, Maintenance and Production) and Commercial side (Sales and Marketing) to fulfil sales requirements on time in full.
• Meeting all marketing and products development deadlines for all new product launches and re-launches of current items.
• Minimizing product changeovers on the machines by matching demand with capacity and machine technical capability.
• Maintain adequate stocks of by implementing Material Requirements Planning process.
• Work with operations finance to optimize material stock levels and ensure accurate monthly inventory counts.
• Lead implementation and tracking of productivity initiatives across operations.
• Timely tracking and reporting of key performance indicators for production operations to local and regional teams.
• Set the coming three years’ operations plans for main KPI’s.
• Leading OPEN; Operations Performance and Engagement model aiming at continuous Improvement in the factory.
• Set the operations annual budget and monitor and take actions with relevant teams when deviations occur.
• Acquiring best practices from other countries within the cluster and leading their implementation.
• Achieved the Excellence award for providing exceptional visibility to the business.
• Better motivation and engagement for the shop floor employees by daily communication of their KPIs and linking it with monthly incentive.

• Manage demand and supply for a wide range of imported and locally produced product range across Dairy, Juice. Yoghurt, Baby Milk and Cheese categories.
• Improving transportation cost by implementing shuttling project between factories for chilled category items.
• Ensured Zero expiry of products through continuous monitoring of stock aging and expiry dates for very sensitive - short shelf life products. (15 days to max. six-month shelf life)
• Enhancing further transportation cost by developing a strategy of production of certain items closer to their point of sale and as well improving availability of products.
• Reduce the production cost by planning factory shutdowns and startups to ensure efficient operations and not affecting product availability.
• Implementing a replenishment model for imported finished goods ensuring product availability and full container loads while providing fresh products to the market.
• Improved trucks utilization through consolidating pre-order routings to customers.
• In charge of daily distribution planning from multiple manufacturing plants to the company’s distribution centers across Egypt to ensure products are available on time and in full.

• Lead the sales and operational planning process across Dairy, Juice and Chilled short shelf life yoghurts categories.
• Balance supply and demand between five factories and through a distribution network of around 30 branches.
• Track and improve key performance indicators across the supply chain.
• Reduce the supply chain cost by implementing saving projects across the supply chain.
• Decreased expired products at branches by 80% by maintaining stocks between min and max. stock levels.
• Secure materials on time to ensure continuous production and products are available in the market.
• Manage demand planning operations for local and export business
• Implemented the materials requirement planning (MRP) under SAP across all company factories and distribution network.
• Transferring the Demand and distribution planning operations to be under SAP.

• Initiated the sales and operational planning process within first three months of joining the company.
• Minimized out of stocks by 50% at branches by implementing distribution requirements planning system.
• Created an in-house forecasting system for within first two months of joining the company.
• Recruiting and building the demand & distribution planning team.
• Training the team on forecasting and distribution planning best practices.
• Winning the Juhayna’s “Building people and capability” Award in Q3-2009
• Reducing Forecast Error from 35% to 15%
• Maintain Forecast Bias between +/-5%
• Worked with external consultants to further improve forecast accuracy by using professional forecasting software package.

• Enhancing Customer Case Fill On Time CCFOT through better production planning across three factories.
• Preventing out of stock situations of finished goods, raw and packaging materials
• Improved factory output reliability by better collaboration with production teams.
• Optimizing raw & packaging material stocks
• Ensure capacity issues are addressed as early as possible by using rough cut capacity planning method (RCCP) and developing annual capacity planning models.
• Creating and maintaining the Master Production Schedule to obtain desired service levels and plant efficiencies.
• Ensure materials are received on time by following up with local and international suppliers.
• Eliminating outside storage costs whenever possible and adequate coverage.
• Partner with suppliers and integrate their value in the business to enhance stock levels and reduce out of stocks.
• Assess current inventory levels and forecast to make appropriate business decisions that minimize cost and achieve corporate working capital and service level objective.
• Providing direction and acting as a contact person between Supply chain, Marketing, Sales and Finance leaders.
• Breaking the company’s lowest out of stock percentage record.
• Achieving output reliability targets through more collaboration with factory teams.
• Awarded “Life Scars” award as a recognition of continuous hard work and enthusiasm.
• Achieving foods category golden goals despite the avian flu crisis and winning Unilever - Mashreq’s Team of the Year Award.

• Managing a complex category with a wide range of materials and suppliers.
• Providing flexibility and speed to market.
• Decreasing dry culinary out of stock percentage by 50%
• Cutting 23% off demurrage costs.

Managing a very seasonal category with sudden peaks in demand patterns.
· Over achieving category turnover despite facing quality problems with materials supply.
· Monitoring commodity materials stock levels and working with buying and management accounts team to compare supply strategies.
· Negotiating reclaim of 400, 000 EGP from supplier due to defective materials.
· Worked with Dressings micro-factory team to meet the launch date of the dressings business on time in full.
· Managing production and materials call off for Lipton Ice Tea at our third party Al-Ahram Beverages Company.
· Liquidating Lipton Ice Tea raw materials with a value of 500, 000 EGP.