Mohammad Alhathal

Lead end-to-end manufacturing services across two factories, covering production planning, materials planning, logistics, warehousing, and operational readiness for new product introductions. Responsible for safeguarding supply continuity to domestic and export markets across more than 12 countries through disciplined planning cycles and daily execution control. Successfully improved production adherence from 40% to 78% within one year by strengthening planning accuracy and execution discipline. Manage multi-million USD inventories across raw materials, packaging, and finished goods, optimizing stock levels and minimizing obsolescence. Delivered approximately USD 100K in cost avoidance through lot-size optimization and planning parameter reviews, while improving dock-to-stock performance to achieve same-day offloading. Lead multi-disciplinary teams across planning, logistics, and warehouse operations, embedding a KPI-driven execution culture.

Responsible for demand, supply, and materials planning to ensure uninterrupted production and market availability across multiple SKUs and markets. Led the factory-side S&OP process, translating market demand into executable production and material plans while balancing capacity and supply constraints. Strengthened procurement planning and supplier coordination to secure timely material availability while controlling cost and inventory exposure. Led MRP execution within SAP, improving master data accuracy, planning parameters, and adherence to structured planning cycles. Improved inventory health through safety stock optimization, slow-moving analysis, and tighter planning-to-execution alignment. Played a key role in planning and supply readiness for JTI Jordan’s first Shisha factory and export-market introduction, supporting the transition from domestic-only to export operations, and received a Special Achievement Award for successful delivery of both initiatives.

Provided financial oversight and cost analysis across supply chain, logistics, and operational spend with direct impact on factory P&L performance. Built cost models, variance analysis, and KPI reporting to support procurement and operational decision-making. Supported budgeting, forecasting, and cost-control initiatives across supply chain and manufacturing functions, improving cost visibility and financial discipline within operations.

Represented the Finance function during the SAP ECC implementation, supporting the transformation of JTI Jordan into a full SAP entity. Ensured finance process alignment, data accuracy, reporting readiness, and system governance in line with corporate standards. Led testing, validation, and go-live activities to ensure system stability, reliable reporting, and compliant post-implementation operations.

Improved process control and visibility across spare parts and operational workflows by replacing fragmented practices with structured processes. Established standardized tracking and reporting mechanisms that improved accuracy, accountability, and decision-making across operational teams.