National Demand Planning Manager
Mondelēz International
Total years of experience :12 years, 4 Months
Leading monthly demand review cycle for all categories and liaison with stakeholders to finalize changes to demand for the cycle at primary and secondary level in strategic and tactical horizon.
Leading monthly consensus to agree on building block wise changes to portfolio including pricing actions, weight revision, marketing activations, distributions, etc.
Leading Sales & Operational Excellence (S&OE) Process where we liaison with Sales and Revenue planning team on weekly basis to ensure short term changes and challenges are discussed.
Working closely with Product Supply and Production team to keep track of short and long-term capacity and production planning and with core objective of ensuring sufficient covers within set boundaries to manage Days Inventory on Hand (DIOH).
Overseeing routine uploads and submission in SAP to have to maintain 100% system adoption (APO).
Managing forecast accuracy and bias KPIs including at lag 1 and 2 basis. For any variance versus target, lead RCA and ensure necessary actions are in place to bring KPI back on track.
Collaborating and coordinating with innovation & excellence team to improve overall process and bring efficiencies in demand planning process.
Major Achievements:
Best in MENAP Lag 2 National Sales Forecast Accuracy (SFA) in 2023, 12.2% improvement vs 2022. Lag 1 Location SFA improved by 2.2%.
Zero sales loss for stock availability despite multiple changes in tactical horizon behind inflation and challenging economic policies.
Led ageing review and worked with commercial team & OTC for timely depletion of stocks. Zero write off behind ageing.
For the first time managed five waves of pricing in Chocolate within a year to ensure P&L with zero PM write off.
Successfully managed Sales Tax change in Tang during 2023 season with zero PM write off.
Closely worked with Center of Excellence (CoE) team for simplification of uploads in SAP APO; reduced upload time from 3-4 days to 1 day.
Revamped planning and valuation files with simplified flow of information at SKU and base code level.
Collaborated with CoE team to develop framework for Artificial Intelligence/Machine Learning based forecasting.
Conducted comprehensive market analysis to identify top-tier warehousing and transportation service providers with a focus on vendor reliability and overall supply chain efficiency that decrease service procurement costs.
Led tactful negotiations to conclude commercial contracts as per defined regional guidelines that mitigate legal risks.
Managed performance of vendors to consistently meet Mondelēz's operational and QSHE standards.
Managed budget for division of Customer Service and Logistics consisting of Inbound, Warehouse, Outbound, and Waste, to ensure optimal resource allocation.
Managed all cost-related KPIs, including CS&L cost percentage and per kilogram cost, and maintaining healthy productivity pipeline to align year-end performance with annual contract expectations.
Major Achievements:
Drove a noteworthy 12% cost reduction during 2020 and 2021 by strategically onboarding new vendors and optimizing transportation logistics, attaining substantial financial improvements.
Effectively led team in two consecutive years during COVID from Feb 2020 onwards with zero impact on Sales.
Re-designed logistics network by re-allocating storage capacities in Lahore and Islamabad to reduce time to market for North region by 2 days with zero impact on storage cost.
Reduced potential errors or discrepancies by maintaining 100% stock accuracy and practicing FEFO (First-Expiry-First-Out) management across all Distribution Centers for improved inventory control. For the first time in Mondelēz Pakistan history closed Tang season with zero stock discrepancies.
Cleared first of its kind Internal General Review covering 2019-2020 with zero observations on controls and cost.
Implemented Daily Management System (DMS) involving internal and external stakeholders to regularly review performance and agree on improvement actions to drive continuous improvement.
Implemented Transportation Management System (TMS) for end to visibility extended to logistics partners and distributors for better operations and capacity planning.
Worked with senior local and regional management to develop warehousing as independent product offering under Maersk end-to-end supply chain solution commitment.
Worked closely with commercial team on RFQs to propose solution for warehousing requirements of local and regional clients.
Managed consolidation operations for SCM clients including Nike, Adidas, Decathlon, etc.
Managed sub-contractors to deliver performance in compliant to regulatory and Maersk code of conduct.
Collaborated with internal and external stakeholders to ensure timely resolution of complaints.
Major Achievements:
Onboarded UNICEF as first client for warehousing requirement in Karachi with covered area of 60, 000 Sq. ft. Allocated resources for go-live and procurement of equipment needed.
Zero container offloaded during the tenure despite disruptions including storm in Karachi, transportation challenges, etc.
Developed framework for Quality Management System (QMS) and Occupational Health & Safety (OHS) for consolidation and warehousing operations.
Managed operations of warehouses across Pakistan which included 11 facilities with covered area of 450, 000 Sq ft. with clients from different sectors including FMCG, Pharmaceuticals, Chemicals, Telecom and Spare Parts.
Managed Profit & Loss (P&L) for warehousing and value-added services including ink-jet printing, sticker pasting and co-packing.
Ensured compliance to DHL and Customer provided QSHE standards across facilities.
Worked in collaboration with Commercial team for warehousing and logistics RFQs.
Leading negotiation with supplier and 3rd party service providers in compliance with regional guidelines for procurement to derive maximum value to business.
Major Achievements:
Developed a consolidated pool of wooden pallets available across Pakistan, to manage sharing of spare pallets during seasonal changes of clients.
Onboarding, designing and go-live of National Foods Raw Material warehouse with covered area of 75, 000 Sq. ft.
100% stock accuracy and zero unresolved complaints across Pakistan.
Developed hierarchy for QMS and OHS reporting for warehousing and transportation with dotted reporting to Business Performance Management (BPM).
Assisted Director Operations in nationwide warehousing and distribution operations.
Collaborated with local and regional commercial team to propose warehousing and distribution solutions to prospect clients.
Led Quality Assurance team nationally to ensure compliance to DHL & customer provided standards and to deliver KPIs.
Led Occupational Health & Safety (OHS) team for Pakistan as Country Representative to prepare for OHSAS 18001 certification.
Led Root Cause Analysis (RCAs) for quality incidents, safety incidents and customer complaints to propose corrective/preventive actions along with respective owners.
Negotiated rates and contracts with suppliers in co-ordination with procurement and legal teams to ensure compliance to regional guidelines.
Managed KPIs and ensured compliance to customer provided Quality standards across all warehouses.
Reviewed P&L on monthly level to present summary of performance to local and regional senior management along with future action plans for business development and savings to meet annual budgets and growth commitment.
Major Achievements:
Onboarding, designing and go-live of GSK (120, 000), National Foods (60, 000 Sq. ft), Halliburton (75, 000 Sq. ft), Mondelēz Warehouse in North (55, 000 Sq. ft) etc.
Developed and Implemented framework for OHS in Pakistan. Led Pakistan to Most Improved Country award in AMEA region in OHS for 2016.
First of its kind 4PL service onboarded and managed in history of DHL Pakistan for GSK Consumer Division (120, 000 Sq. ft).
Consolidated warehouses in South to optimize cost and improve flexibility in minimum chargeable pallets to clients.
100% stock accuracy in internal and external stock audits along with zero unresolved customer complaints.
Cleared External Supplier Audits for major clients including GSK, Mondelēz, P&G, National Foods, Halliburton, and Dell.
Worked in collaboration with local and regional commercial team on warehousing and distribution RFQs.
Closely coordinated with procurement for negotiation and purchases of material handling equipment, racks, pallets, warehouse supplies, etc.
Trained and managed Site QSHE Representatives (SQRs) across all facilities in Pakistan.
Managed KPIs and led RCA to ensure performance in line with DHL and customer guidelines and expectations.
Led internal stock and QSHE audits across Pakistan with detailed findings and corrective actions alignment with senior management.
Managed Corrective and Preventive Actions (CAPA), ensuring follow up with assigned owner for closure in agreed time.
Shared regular performance reports with local and regional management for Operations, Quality and OHS.
Major Achievements:
Go-live of P&G (130, 000 Sq. ft), Mondelēz Central (60, 000 Sq. ft), SPL South (15, 000 Sq. ft), Huawei South & Central (120, 000 Sq. ft),
Developed and implemented framework for Quality along with SOPs covering tailored to client needs and in compliance to DHL regional guidelines.
Implementation of Quality Assurance Key Elements (QAKE) at P&G facility. DHL Pakistan was first site to achieve Qualified status in P&G network in Asia.
Designed and implemented a detailed warehousing costing model in coordination with Finance, Procurement and Operations.
Developed and implemented internal stock and compliance audit mechanism. Ensuring daily cycle counts, improved inventory accuracy to 100%.
Got firsthand experience of end-to-end functions of supply chain by rotation in all departments including Air Freight, Ocean Freight, Customs, Transportation, Warehousing, Key Accounts Management, Finance, Sales and Business Performance Management.
Supported each function during rotation in day-to-day operations to have thorough understanding of individual process.
At the end of each rotations, submitted As-Is process to senior management along with recommendation for improvement along with resource requirement and implementation plan.
Major Achievements:
Developed and implemented,
o Costing model for dedicated and market hired trucking.
o A tracker for FCL and LCL shipments in Ocean Freight.
o Status tracker for jobs in Customs Clearance department to avoid overdue actions.
o Standard internal quotation template for RFQs involving more than one products to synchronize communication and timely submission to customers.
Major Subjects: Portfolio and Investment Financial Risk Analysis Financial Modeling Treasury and Fund Management Financial Management Economics Accounting Income Tax Strategic Marketing Strategic Management