محمد عبيدات

Developing the supply chain strategy which is focused on: Digitalization, Process excellence and Organization efficiency.
§ Successful launching of the S&OP department across six business units.
§ Leading the executive S&OP meeting on a monthly basis, identifying gaps, root causes and correction plans.
§ Annual budgeting for raw material sourcing and E2E procurement.
§ Managing procurement spend of US 120$ million annually.
§ Restructuring the supply chain departments to drive efficiency and supply chain integration.
§ Leading CAPEX spend of US 5$ million annually.
§ Generate cost saving of US 1.3$ million in 2018 through:
Þ Creating joint business plan with key supplier.
Þ Launching e-auction.
Þ Joint project with NPD department introducing new items.
Þ Renegotiating frequent high spend purchases.
Þ Moving to contract base deals by eliminating ad-hoc purchases.
§ Managing 3PL warehousing and logistics services; tendering, negotiation, contracting and agreed SLA’s.
§ Improving the inventory levels by 5% across all warehouse by launching the MRP practices.
§ Reducing the sales forecast inaccuracy by 6.3% through advance statistical forecasting.

Managed the demand, supply planning for finished goods and continuous improvement department for six of al
Ghurair manufacturing facilities.
Developed 2 years strategy for the continuous improvement department covered total quality management, lean six
sigma projects, value stream mapping and 5S implementation.
§ Revamped the Plant Improvement project program (PIP) to entail monthly competition.
§ Introduced the new control and monitoring CAPEX program which resulted to 87% on time completion.
§ Supervised the supply planning of raw material for one of al Ghurair subsidies in Sri Lanka.
§ Championed Afkar program for al Ghurair investment (holding).

Established the demand review meeting with sales and marketing departments.
§ Reduced inventory level which resulted in reduction in shipment demurrage by 93%
§ Established commodity sourcing SLA with key suppliers to drive best quality and lowest price supply.

Managed a portfolio of 3000 SKU’s
§ Reduced inventory levels to meet yearly target
§ Established new joint business plan with proctor and gamble P&G.
§ Being part of the project team launched Roadnet software (route planning)

Managed the Household and personal care portfolio of over 15oo SKU representing multinational principles such as
P&G, Clorox.
§ Managed a team of 4 planners, 2 shipments clerks.
§ Ensured smooth flow of 600 trucks and 200 containers monthly.
§ Supervised the registration of new products at the relevant national regulatory bodies and coordinated the shipment
clearance process amongst the clearance agents, transporters and suppliers.

Managed P&G portfolio and the introduction and promotion schemes of the new SKU along with PIPO plans.
§ Handled the product replenishment to ensure 99% product availability and optimum inventory.

◊ Forming new warehouse layout design
◊ Establishing best in class Inbound, Receiving, Sorting, Shelving and Outbound process ◊ Creating a goods tracking, item ledger and reporting
◊ Establishing the warehouse coding system to identify goods location
◊ Training the warehouse staff on the new changes