Supply Chain Manager
Sanmina
مجموع سنوات الخبرة :29 years, 11 أشهر
In charge of material and orders for Samina biggest customers
manage material and suppliers will focus on bottom line profitability and market penetration
end to end Supply Chain management with foucus on performance improvements through process automation and subcontract development with KPIs vigorous monitoring and execution.
end to end supply chan management material replenishment and industrial planning load capacity balancing and finished products stocking and distribution
Structure Supply Chain organization through Balanced Score strategy, vision, mission and value drivers. Build processes, procedures and job profiles to achieve expected deliverables and targets in line with corporate goals.
A. Abunayyan Group is one of the leading business groups in Saudi Arabia. The group consists of 13 companies operates in multiple industry sectors including: Retail, Contracting, Food, and Manufacturing, Water Desalination, and Infrastructure.
Main Achievements & Duties
• Established 5 year strategy plan for supply chain department including vision, mission, key value drivers & KPIs in line with group & company’s balanced-score card.
• Set policies and procedures for sales forecasting, demand planning, and material distribution inside the kingdom.
• Ensured overall performance excellence through upstream and downstream operation balancing.
• Improved performance attributes “Efficiency & effectiveness”; service level, stock turns, logistics cost, Accounts payables, on time delivery & fill rate…
• Achieved 30% of Annual cost saving throughout purchasing productivity global sourcing and supplier development and successful negotiation.
• Achieved transportation productivity through a scheduling and planning optimization tool.
.
-Managing end-to-end supply chain and physical logistics operation. Setting customer supplier policy and delivery performance level to customers. Controlling the rhythm of material flow in a way that’s guarantee a smooth linear manufacturing operation.
MAJOR ACHIEVEMENTS:
·Reduce Cash Cycle through material planning using MPS. A saving of Two month adding up to 40 MSAR annually Incorporating a new logistical concepts “KANBAN, Direct Flow, PIN Regulated, Consumables, visual control…” that factored in to our business performance.
·Increase material turnaround by improving delivery using JIT methodology, which increased turnaround to 6 times, a saving of around 5 MSAR annually.
·Strategy adjustment, thinking production and delivery instead of ordering and storing, which reduce inbound logistics to minimum days of stock.
·Working with methods and Design on standardization that enable logistics to forecast and reduce lead-time to customers.
·People development, through training and continues on job educating, which ensured that the team on the right track.
·Harmonize the organization, mainly Project Management, Engineering and production using a synchronization chart tool.
·Build a KAN BAN strategy with the supplier to reduce stock and ensure availability.
Plan, schedule and order material in line with project fulfilment plan. Ensure supplier performane mach service level to be provided to customers. Major achievements;
•Ensure the right material at the right time to the right internal customer at the right cost.
•Play an effective part of the supply chain team ensuring alignment & coherence of total team performance to customer.
•Monitor and report supplier performance for adequate commitment and mitigate discrepancy performance to customers
Project: Junction 2K & 700 GSM Relocation and Expansion Project
Plan, coordinate and execute logistic activities to realize company overall targets. Redesign physical and information flow to achieve department / company target of satisfying customer requirement efficiently at lowest cost possible. Streamline overall logistics operation in Saudi Arabia and smoothly economize / downsize working force and other company assets while improving efficiency.
MAJOR ACHIEVEMENTS:
· Successfully participated in acquiring the ISO 9001: 2000.
· Reduced warehousing space to 4000 Sq. Mtr. Dawn from 50, 000 Sq. Mtr.
· Implementing a UNIX database system controlling all warehousing activities
· Lead team activities reduced inventory value to 35 million downs from 150 $ million.
· Redesign physical activities to accommodate JIT delivery with 25 personnel down from 188.
· Out-source some logistics activities (TR. W/H.), which improved performance and lowered cost.
· Implemented a delivery quality check, which improved delivery accuracy to 99 % up from 85%.
· Reduced (value) and improved (productivity) of operational costs to 1 M. $ down from 4 $ million.
Project: GSM/TEP6 Telephone Communication Expansion Project
- Transportation is a critical factor in getting the project completed on time. With a fluctuating transportation demand a new Planning scheduling is necessary to maximize truck / fleet usage. Build a database showing usage per truck type helped identifying patterns and verifying the ideal fleet size. Moderate fleet sizes were maintained and demand high deviation covered by subcontracting additional capacity.
Project: GSM/TEP6 Telephone Communication Expansion Project
-Converting technical information to financial data for all equipment installed at the customer site in line with contract agreement and company guidelines. Coordinating activities between Engineering, Finance, Material Management and the customer / consultant inspectors to authenticate delivery status of equipment and collection of revenue generated.
Project: GSM/TEP6 Telephone Communication Expansion Project
- With the split up of AT&T our new company Lucent Technologies had a very competitive environment. Efficiency, quality and lead-time had to be improved. Material availability at the right level of stock becomes mandatory. This task involves tremendous engineering communication and team player efforts using the engineering logistics as well as logistics in the wider range principal. Objectives have been achieved.
Project: GSM/TEP6 Telephone Communication Expansion Project
- Organizing with Engineering to order material needed (locally and international) and schedule deliveries as per schedules stipulated by Project Management. Controlling the flow of equipment and follow the implementation plan to ensure that we have every needed equipment available in stock. Managing the flow of equipment on time for installation and maintain communication with suppliers/vendors around the globe to solve some logistical and technical issues.
Project: National Transport Study Plan.
- Organizing technical and administrative aspects related to the project. Supervising submission of technical reports English/Arabic, conducting some analysis related to Saudi companies working on the transport sector, conducting surveys, organizing and participate in meeting between Ministry of Planning supervisors / experts and the consultants experts.
• Procurement and Supply Management • International Business. • Logistics Policies and Planning. • International Business. • Marketing Negotiation. • Marketing Policies. • Transport Policies.
• Project Contract - Procurement Management. • Project Team Leadership Management. • Project Management Workshop. • Project Management Essentials. • Project Quality Management. • Project Cost Management. • Project Risk Management.
لقد تم حذف الرابط بسبب انتهاكه لسياسة الموقع. يرجى التواصل مع قسم الدعم لمزيد من المعلومات.