Mostafa Abdelgawwad

Responsible for E2E commercial project delivery from project kick off to market launch.

Strategic Planning and initiatives are responsible for End to End Project Management of new product launches and Go To Market strategies for the region. The function includes regional management of supply chain projects, long-term design & upgrade of regional supply/ demand capacity, market response lead time and commercial execution strategies. The organization located in Cairo & Dubai designs product flow to markets and customers with speed, cost, maximum customer satisfaction and zero losses in the supply chain.
Key business deliverables include commercial execution measures, digital solutions, budget control, market readiness measures, employee productivity and quality assurance.

End to End Supply Chain operations department manager for Saudi and Gulf (AP) markets, Dry Laundry Fabric Care products ( Ariel, Tide, Bonux ), a High profit strategic market/ business unit combination globally.

Over the course of 6 months, transformational results were delivered for FY 1718 and 1819, transforming the area from hyper-care to regional benchmark status for re-application.

Key Metrics / deliverable s include:
> On time Volume Delivery against customer orders, month in month out
> Service level to customer ( internal )
> Service as measured by Customer ( external )
> Inventory vs. Firm in DOH, $MM and physical stat units
> Arabian Peninsula Fabric Care inventory program owner, including firm submission, loss analysis and Synchronization delivery
> Incremental Volume request supply assessments and delivery
> seasonal BCP planning
> RCCP and crewing for Manufacturing unit
> SKU level differentiation


Key Entities of influence and interaction
> Sales and Brand organizations through Distribution Requirement Planning
> Regional Business units though shipped volume, service and inventory ownership
> Production Plant through capacity planning / finished, Raw and Pack material planning
> Physical Distribution
> Demand Planning
> R&D and Initiatives

 Department Manager for MEA commercial projects delivery, The scope involved regional supply chain project management for new product launches of multi brands, with an end to end approach.
 Managing new product launches or modifications/updates to existing products through SIMPL (Successful Initiative Management and Product Launch) gateway system.
 Managing product flow from idea stage with R&D through to material sourcing, SAP information setup, manufacturing, physical flow to markets, up to the point product is on shelf ready for commercial launch coordinating work flow through R&D, Manufacturing, Commerical and Supply Chain functions.
 Responsible for delivering market initiatives meeting or exceeding Planning service center targets, Service, Cost & Cash at +/- 3 months from Launch date.
 Responsible for product manufacturing sourcing studies for Middle East markets and well as budget management.
 Non-core responsibilities include career progression planning and horizontal organization development.

• Single Point Of Contact for all Pack and Raw Material supply chains inbound to the Manufacturing site.
• Owning supply assurance, supplier capability, material cost savings and value stream mapping projects for the Material Supply chains.
• Owning Material inventory management for in bound material supply chain including in transit inventory management, target and glide path setting.
• Providing supply chain input on new materials Initiatives and Lead the material launch and new supply chain setup.
• Partnering with Purchasing in developing material supply chain backup plans.
• Establishing and Owning Service level agreements with Pack and raw material suppliers
• Leading production site material results review including root cause analysis for outages and action planning for improvements needed.
• Supplier RCCP development and monthly supplier C/D reviews
• Maintaining Case fill rate hit due to Materials at Target

Highlights of Responsibilities and Achievements
Cost Optimization:
• Delivery of yearly targets of savings in pack material spending, last target 1million$ cost reduction in pack material spending for 2011/2012 fiscal.
Quality Improvement:
• Maintain packing material quality system scores at above 95%
Marketing Initiatives Support:
• Startup and delivery of all new packing material changes and/or equipment at regional equipment suppliers and in P&G plants.
Supply Assurance:
• Implement Business Continuity plan for critical packing materials supply across the region.
• Technical Packing equipment qualification at regional suppliers
• Develop local packing material supplier capability in Egypt and other countries.

Highlights of Responsibilities and Achievements

• Managing a capital project of 13million$- Powder Detergent production Module
• Project score highlights
• Committed Start of Production date of July 2010 delivered.
• Target equipment efficiency of 85% achieved 2 months after start of production.
• All equipment and building items matching or exceeding existing plant standards.
• Project budget total spending goal met.
• No safety incidents in the construction site, Construction safety site score maintained above 80% across 18 months of construction duration.

• Conceptual: Engineering representative of the Cairo engineering / technical standards assessment team sent to China in August 2008 to start the reapplication process.
• Led the Cairo engineering input into the initial design review with the Czech design company.
• Generated a site specific conceptual grade cost analysis and mile stone schedule that included major plant master plan modification.

• Definition: Led the Cairo engineering project team recruitment and plant execution strategy.
• Established a project engineering delivery team of 5 technical resident engineers, 2 construction safety officers and a dedicated purchasing buyer.
• Created a detailed construction approach model that involved a 600M$ civil scope needed to clear the required project footprint, that included relocation of the existing tank and truck loading facilities, a complete site logistic study and a complete traffic safety study.
• Generated the base project schedule that involved sequential construction phases to avoid plant logistic interruption.
• Led separating the project utilities supply into an independent station and coordinated with site safety and utilities team grid integration.
• Developed a detailed project cost estimate and managed the project funding strategy while inducing a site specific funding plan for Cairo with capital management.
• Design/Construct: coordinated a 14 months design/construction interface management plan.
• Executed a detailed accelerated schedule generated from a construction model that involved parallel workflow analysis of structural steel erection and equipment erection tasks.
• Founded a construction field planning cycle that is used daily by each of the delivery team members for progress tracking.
• Initiated a weekly feedback to design tool to solve design/ construction conflicts on the spot and to help standardization.
• Forecasted project spending curves through implementation of bi monthly cost trending and cost control tools with 85% prediction accuracy.

• Startup: coordinated vendor support efforts for commissioning and construction turnover duration.
• Commissioning and qualification completed with dedicated construction and equipment vendor support teams.
• 627 Post Startup Items completed from multiple customers (operation, HS&E, QA) within 1 month of SOP.

• Accomplished target delivery of 3.5MM$ raw material savings.
• Achieved a 200M$ inventory reduction.
• Expanded the business function to include covering for material run out avoidance

• Maintained bottle packing lines machine efficiency above 85%
• Designed a feedback maintenance tool with breakdown and process failure cause analysis
• Accomplished vertical startup of 3 new bottle packing lines
• Attained a maintenance budget reduction target ( 0.65$/statistical unit)
• Delivered a vertical Startup of a 4MM$ high speed packing line through leading commissioning, qualification & validation phases for 3 bottle sizes.
• Led packing material improvement program with local packing material department
• Completed for operation management and staffing plan for a 24/7 line operation

• Responsible for bridging the link between Market Research and Brand manager teams and Manufacturing capability at the plant. Included sales rep and marketing training.
• Technical scope generation of manufacturing capability solutions to interpret new marketing initiatives such as packaging changes into reality.