Mohammed Al Aqqad

• Full ownership of Fiber To The Home product (FTTH) in terms of portfolio management, offers pricing, acquisitions, retention and base management.
• Build and implement marketing plans and roadmaps for FTTH in line with Orange strategy.
• Launch products and services for FTTH by designing and developing product concepts, business models, market segmentation, and media communications.
• In charge of the revenue and profitability analysis through building forecasting models and recommending improvements to damp revenues fluctuations.
• Managed the introduction of a new revenue stream reaching 1 Mn JOD in it`s second year through offering FTTH customer base the option to buy devices (handsets, tablet, TVs…etc) on installment bases.
• Design and implement proactive initiative to improved customer journey, extract value and reduce churn rate.
• Lead the forecasting and demand planning exercise with supply chain team.
• Responsible for monitoring and reporting the FTTH base, in terms of analysis, KPIs and customer behavior.
• Create management reports through analyzing various data sources to identify customers’ needs and behavior, which is then put into profitable business opportunities either in acquisition, retention, or value extraction.
• Monitor the market and competition and analytically flag areas of weakness to further introduce new initiatives.

Working at Transmed Jordan a Warehouse Operations Supervisor, my duties included the following:

• Introducing and executing improvement efficiency initiatives to improve warehouse and delivery operations.
• Leading inbound projects and supply chain systems implementation, I led the WMS implementation project.
• Acting as Warehouse Management System super-user.
• Ensures products for delivery are routed to the appropriate clients.
• Caters to customers’ needs whilst adhering to company policies and stipulations.
• Ensures client satisfaction through efficient departmental activities
• Identifies measures that can improve various warehouse processes without the additional financial burden.
• Fosters a high degree of morale among his people.
• Assists in the recruitment, hiring, promoting, and terminating processes as needed.
• Trains old employees to ensure that their skills are at par with the newest warehouse standards and regulations






Last year, in my current job I was honorably assigned to the implementation of the Warehouse Management System (WMS) project at Transmed's Jordan warehouse, which has more than ten thousand pallets position with different storage conditions. The project had three phases, preparations, implementation & integration with ERP system, and post go live support. In the preparation phase the team and I tailored our efforts toward gathering data and creating a master file that included around hundred thousand data points, which was needed to create a comprehensive database for the new system. During this phase the IT department provided us with a test environment for the system and I conducted multiple training sessions for the end users to ensure their readiness to use the WMS. The implementation and integration phase included the stock taking process and ensuring that all the transactions were being reflected correctly between the ERP and the WMS systems. In the post go live phase the IT team and I were mainly troubleshooting problems faced by the end users.

During my tenure at Scion, I have received the privilege to work with professors, directors, managers, and top of class graduate students as part of the Value-chain Optimization team, to resolve a nation-wide threat on the forestry industry in New Zealand, noting that it is an essential industry to New Zealand’s economy, as it accounts for 3% of its GDP and offers more than 40, 000 jobs annually.

I was working on modeling supply chain disruptions and developing decision support systems to mitigate the effect of supply chain risks. The project objective was to develop a decision support system to allow policy makers and practitioners operating in the log industry in New Zealand to respond faster to any sudden disruption to their supply chains.

My project was focused on mitigating the impact of bio security threats that lead to port closure for at least one year. Linear programming and discrete event simulation were employed as the main analytical tools in this project. Linear programming was used to provide an aggregate prospective of the supply chain and the consequent analysis were all done at the macro level. Discrete event simulation was used to grasp the details of the logistical network to validate the functionality of the linear program output. The analysis of the simulation results was more in depth and took into consideration the operational constraints that were not included in the linear program.

As a project analyst at Tabuk I was working directly with the business development director and multiple departments’ vice presidents on two programs, New Product Development Program (NPDP) and the Technology Transfer Program (TTP). The NPDP objective was to introduce new products into the company`s portfolio in line with the strategic objectives of the company. This program was focused on introducing new products in Saudi Arabia the company`s main market. The formulation and registration of each product typically take 1-2 years, so each product was considered a separate project. In total under this program there were more than 120 active projects at different stages of completion.

The TTP objective was to transfer the registered products in the main factories in Saudi Arabia to the company’s facilities in Sudan. In this program, the formulation files were transferred to the research and development departments in Sudan to prepare the products’ files to be submitted to the FDA. The total number of projects under this program was more than 80 active projects at different stages of completion. My role was to manage the NPDP and TTP programs, report the progress of each subproject to the top management monthly, acting as first contact person to resolve any problem in these programs, ensure that the tasks of each subproject in these programs are executed in a timely manner. We have succeeded in achieving our annual target of registrations before the end of the third quarter of the year. My daily duties also included the following:

• Prepare tech transfer plan for each product per manufacturing site.
• Preparing cost of goods and P&L sheets to evaluate profitability of the proposed products.
• Follow up with all relevant internal and external stakeholders to ensure timely-execution of the tasks.
• Analyze plan and identify bottle necks ahead of time.
• Conduct meetings with relevant departments to help execute the plan.
• Submit regularly project status updates to be presented to top management.

During Working at Transmed Jordan as inventory controller Iwas handling the following duties:-
• ABC analysis.
• Ensure integrity and accuracy of the stock management system.
• Manage control measures to ensure mistakes, inaccuracies and discrepancies are highlighted, addressed and resolved.
• Write and maintain accurate written procedures for all main inventory control processes and functions and develop flowcharts for them.
• Prepare daily reports to ensure key critical areas of the stock system are controlled and any discrepancies addressed and resolved.