ندى AL Shoudary

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Spearheading end-to-end logistics operations across KSA and Bahrain, encompassing primary and secondary logistics, joint ventures, and comprehensive oversight of warehousing, transportation, and distribution
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Driving cost governance initiatives while leading the logistics excellence agenda to optimize operational efficiency, enhance supply chain resilience, and deliver exceptional value across the region
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Driving logistics safety, quality assurance, and cost-efficiency across KSA and Bahrain while championing initiatives to reduce business waste and elevate customer service
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Leading continuous improvement projects and sustainability enhancements, including optimizing third-party logistics (3PL) partnerships, to achieve operational excellence and align with long-term strategic goals
Key Achievements:
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Successfully led the transition to the largest logistics facility in the Middle East at Jeddah Islamic Port (Maersk Logistics Park) in partnership with Maersk, ensuring smooth operations and seamless integration to enhance supply chain capabilities
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Achieved zero demurrage and detention for RPM shipments by implementing robust logistics planning and operational controls, ensuring cost efficiency and seamless supply chain execution
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Delivered a 99% on-time shipment delivery rate, enhancing customer satisfaction and reinforcing supply chain reliability
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Realized a 6% reduction in cost per ton (CPT) compared to the previous year through strategic operational optimization
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Reduced distribution costs by an impressive 16% YoY, driving financial savings and improving overall supply chain efficiency
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Improved truck capacity utilization (CU) by 3% YoY, optimizing transportation efficiency & minimizing operational waste
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Achieved a 35% reduction in product returns on the customer side by addressing root causes and implementing enhanced quality control measures
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Cleared over 4, 000 PP inventory units, optimizing warehouse capacity and improving inventory management practices
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Closed overflow and excess warehouses, generating monthly savings of €48, 000 by optimizing inventory management and implementing direct shipments and cross-dock models to streamline logistics processes

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Established seamless coordination as the primary interface with co-manufacturers, overseas manufacturing hubs in Europe and the US, and in-market distributors, ensuring end-to-end supply chain efficiency
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Spearheaded supply chain operations across Gulf markets for snacks, successfully optimizing import/export processes to support global market development and growth
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Designed and executed a comprehensive co-manufacturing strategy for the Middle East Business Unit, identifying and onboarding new co-manufacturers and supply sources to meet dynamic market demands
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Strengthened strategic partnerships with FLNA, Europe teams, and 3PL logistics providers, driving enhanced collaboration, operational streamlining, and service excellence across the supply chain

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Led end-to-end supply chain planning activities for KSA and Egypt, driving demand forecasting accuracy and collaborating with internal stakeholders to deliver achievable monthly forecasts for both local and external markets
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Streamlined supply planning processes, ensuring timely sourcing and delivery of packaging materials, and aligning with the tea industry’s requirements to maintain agreed-upon inventory levels
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Played a pivotal role in the New Product Development (NPD) process, ensuring cross-functional alignment across all supply chain functions to support seamless product launches
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Developed and implemented production planning strategies, optimizing production efficiency and ensuring on-time delivery, while maintaining compliance with system parameters for maximum production line utilization
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Maintained optimal levels of packaging materials, raw materials, and finished goods inventory, aligning with AMS Baeshen's strategies for working capital management
Key Achievements:
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Led the development of replenishment planning parameters, optimizing inventory strategies that resulted in a 20% improvement in regional stock availability, ensuring alignment with demand fluctuations across KSA and Egypt
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Managed the evolution of the Sales, Inventory, and Operations Planning (SIOP) process, driving a 15% increase in business performance through enhanced integrated planning, minimizing risks, and identifying new growth opportunities

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Secured demand and built stocks during the plant shutdown period 2019, ensuring uninterrupted sales and production operations by proactively managing inventory levels to accommodate new production machine installations
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Steered the planning operation for a full brand revamp project of packaging materials in 2019, successfully phasing in new inventory and phasing out old materials without any disruption to sales or production
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Contributed to the Lean Manufacturing Program Team (20 Keys) in 2020, driving a 10% increase in operational efficiency through cultural transformation and the implementation of best practices
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Led the establishment of a new tea factory in Egypt, overseeing project execution, ensuring on-time, on-budget completion, 2021
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Contributed to the team that achieved the American Institute of Bakery (AIB) Certificate with a high score on the first attempt, demonstrating commitment to global food safety and quality standards

 Leading AMSB’s S&OP monthly executive process and presenting the business performance to top management while identifying future business opportunities and risks.
 Managing the improvements of SKU and Category forecast accuracy by applying Root Cause Analysis, monitoring forecast trend, identifying forecast gap drivers, utilizing advanced planning tools, and maintaining bias accuracy between ±10-20%
 Observing the generated statistical forecast using several inputs such as Running Rate, Same Period Last Year, historical sales trend, seasonality, and sales opportunities.


Achievements:
 Developed and enforced S&OP Manual, Principles, and Process Structure.
 Contributed to documenting and publishing the “Supply Chain KPI’s User and Owner Guide”.
 Designed and implemented the Business Planning Cycle (IPO) in collaboration with other Dept.
 Minimized remnants promotions by 63% in 2015 relative to 2014 and by 51% in 2016 relative to 2015.
 Automated S&OP Monthly Dashboard leading to complete elimination of human errors.

 Built the CS department by effectively managing the relationship with key accounts (Panda, AlNahdi & Al-Dawaa).
 Led the process of changing orders ownership from Sales to Supply Chain department and introducing shelf life control prior to delivery, which yielded:
 Fulfillment of customer satisfaction over delivery requirements.
 Improved customer service from 30% to 90% over 18-month period.
 Reduction of returns by 65% over 12-month period.
 Growth of key accounts businesses from 5% to 10%.
 Maximized order fulfillment by effectively managing the stock across distribution centers around the Kingdom.


 Top Performer Award, 2013

 Improved warehouse stock availability over 15% by implementing the "Pull" system method on the operation process and safeguarding flow of distribution according to regional demands
 Minimized shipment Lead Time from eight to five days for sea shipments and from five to three days for road shipments to be ready for sales.

 Award for Improving Primary Process in Logistics Using LEAN Method, 2011

Internship.