Nour Elshaffaie

Head Of Supply Chain at Kellogg Tolaram Noodles Egypt

• Egypt - Cairo
• My current job since August 2018

Reporting to GM
Responsible for Demand and Supply planning, procurement and sourcing, logistics and warehousing, import, export and customs clearance, and distribution planning.
Start the business from scratch.

Main achievements:
• Design and manage the S&OP process.
• Reduce the materials cost per carton by 34% from Aug-2018 to Dec-2020.
• Reduce the shipping cost per carton by 25%, sustain 99% CFR, and 100% truck utilization.
• Design MRP model to keep only 10 days of stock.
• Work with sales team to reduce distributors stock by 44%, and design ordering cycle which guarantees 0% out of stock.
• Manage to reduce 3PL storage cost from EGP 71 to EGP 55 per pallet spot.
• Work with the project team to establish new noodles mega plant.
• Managed Six sigma project to reduce indirect materials cost& consumption with monthly saving $36k.
• Create SOPs for all SC processes which qualify us to get ISO22000, ISO9000, and Halal certificates.
• Start implementing ERP from to be till go life phase within 2 months.

Supply Chain Manager at Americana GFI cluster (ECC)

• Egypt - Cairo
• January 2018 to August 2018

 Summary
•Reporting to Regional Supply Chain Director
•Responsible for (Demand and Supply Planning, Procurement, Logistics & Warehousing) for Beans & Olives plants.
•Budget owner.
•S&OP owner.

 Main Achievements
•Set new KPIs to fit with corporate’s objectives
•Apply hybrid production planning strategy changes according to demand seasonality whether the bottleneck in market or production line that significantly improved service level and reduced changeover time.
•Manage to reduce daily cleaning process time by coaching lean project, saving EGP 1.6 million annually.
•Work with production, quality, and maintenance managers to increase throughput by 32% within a year.
•Change MRP policy that reduced inventory from 46 days up to 25 days with 98% fill rate.
•Improve trays buying strategy from traditional buying to blanket orders.
•Initiate and manage liquidation project to write-off EGP1.5 million obsolete stocks, and liquidate EGP 4 million, and work with sales team to liquidate obsolete FG stocks by EGP 5 million either sold or repacked.
•Announced two logistics tenders one for sea freight and the other for in-land transportation expected saving in 2018 around USD 380k, achieved USD 220k till Jun-2018.

Demand and Supply Planning Manager at Americana GFI Cluster (ECC)

• Egypt - Cairo
• December 2016 to January 2018

Supply Chain Manager at MPG-Nivea

• Egypt - Cairo
• November 2014 to December 2016

 Reporting to GM.
 Responsible for (Demand Planning, Supply Planning, Warehouses, Fleet, Importing) of three business units (Nivea, Mokate, SCA).
 Release annual budget OPEX and CAPEX.
 ROI increased 50 times Vs 2014 - Operating profit increased by 9% Vs 2014
 Inventroy Turnover increased by 103%, Days of supply reduced from 90 to 56 days
 Warehouse configuration and Picking time reduced by 55% by applying turnover based storage policy.
 Increase monthly stock take accuracy from average 73% to 99.99%
 Apply item index for each pallet in addition to pallet location coding, and WH Journal.
 Apply new items coding system to eliminate duplicates.
 Apply FEFO and release monthly report to show sales team progress on Near expiry items.
 Sign a contract with 3PL warehousing to reduce storage cost of Mokate BU (Food).
 Establish a demand planning section that starts to deliver periodic forecast, and lead S&OP.
 Apply VMI (Vendor Managed Inventory) of top 3 customers,
 Out of stock reduced from avr. 30% to 6% beside reducing inventory days of supply from 90 to 56 days
 Focusing on the following actions to increase turnover by
• Solve incoming containers bottleneck using VSM.
• Identify all obsolete items in each branch and work with sales team to move it.
 Manage workshop with supplier to reduce lead time of imported items.
• Solve inbound bottleneck and reduce WIP stocks from 60 to 33 Days of Supply.
 Reduce SCA (Hygiene products) transportation cost by 37% Vs the initial budget
• Using large trucks with low cost.
• Shipping from suppliers directly to DCs.
• Manage to deliver 25% of total business value directly from supplier to top 10 customers.
• Design a new calculation sheet for delivery planning to guaranttee the highest utilization of truck capacity.
 Put the monthly plan for USD deposits in each bank and set containers priority to avoid demurrage.
 Design the process of new businesses Mokate (Food), SCA (Hygiene products) by
• Design products coding system.
• Item defination data base shows items categories.
• Unit of measure and conversions
• Volume & Weight of inner/outer for each SKU.
• Warehouse organization and documentation cycle.

Corporate Planning & Warehousing Manager at Speed P&G Distributor

• Egypt - Alexandria
• March 2013 to November 2014

• Main Responsibilities :
o Reporting to supply chain associate director
o Continuous Improvement (Process redesign, Waste elimination, Variability reduction) over all supply chain operations
o Create SOPs for corporate supply chain
o Responsible for designing supply chain process for any new business.
o Inventory control on tactical and strategic level and design order replenishment cycle of all businesses
• Achievements :
o Create process to measure and control Near expiry items by 1st Identify criteria, 2nd Visual process control in warehouse to guaranttee First Expiry First Out rule. 3rd Monthly stock take and coordinate with sales on an action plan to the severist items. 4th Process closing by create SOP and Score card to track the progress. With saving EGP 94, 000 within 6 months
o Create process to forecast items going to be obsolete (NPIs) due to promotions or any related market issue, Identifying (Criteria, Action plan, SOP)
o Measure Inventory turnover ratio (Per branch, Per size) to improve inventory management
o Calculate Inventory carrying cost per size for tactical and startegic decisions making related inventory mgmt.
o Reduce warehouse picking time by more than 20% by activate the golden zone in ElMarai and ElRashidi business units over all branches in Egypt
o Implement warehouse standards for ElMarai and ElRashidi including (Fire fighting and Pest control) over all branches in Egypt
o The first pillar of WPI (waste elimination methodology) of P&G over all the distributer in Egypt, by coaching an improvement projects in three areas
 Case Fill Rate (2% increases)
 Delivery Planning cycle (40% improvement)
 Supply planning cycle (29% improvement)
o Calculate the optimum dynamic safety stock of each SKU in ElMarai business unit
o Strongly support in ERP system to go life by data collection
o Create capacity profile shows the capacity of warehouse (Space and Unloading) five days forward to prevent any over capacity at any DC.

Planning Manager at Speed P&G Distributor

• Egypt - Alexandria
• August 2012 to March 2013

o Main Responsibilities:
 Managing four inventories in Alex, Mansura, Tanta, Shebin elkom, which represent 25% of P&G turnover in Egypt
 Follow up the shipment to meet the targeted stocking days of supply
 Check the daily planning orders before sending it to P&G to meet forecasting needs
 Communicate with CSL manager about weekly closing versus target
 Communicate any lost sales due to allocation
 State on time delivery of P&G versus plan
 Assists sales staff with scheduling and supply-related issues
o Achievements:
 Make inventory target value per branch (Score card per branch)
 Establish data base to measure Out of stock and Over stock SKUs and the recommended transfers between branches to balance stocks (for each branch) to ease replanishment decisions for each planner on daily basis
 Create report shows each branch inventory value five days forward to prevent stock value to exceed the target value

Head of Material Planning Section at ElSewedy Electric

• Egypt - Cairo
• June 2011 to August 2012

 Run MRP module on Oracle to get reliable output.
 Apply new planning methodology (3D-MUSIC) to calculate safety stock required for each material, which reduce Safety stocks by 30%
 Measure and control Obsolete materials, Make an action plan to work with technical office, then we reduce Obsolete materials by 45%
 Reduce WIP and transferred it to RM inventory to Improve control & to make WIP contain allocated materials only
 Reduce FG safety stock by tradeoff bet. Carrying cost & Lost sales

Senior Process Engineer at ElSewedy Electric

• Egypt - Cairo
• May 2010 to June 2011

• Achievements:

o Measure process cycle time and calculate the capacity of each station, Identify bottleneck, calculate average Throughput, Utilization, Efficiency
o Determine OEE% on monthly basis of each process
o Make PDS (Process Data Sheet) to reduce setup time
o Apply 5S
o Make Production SOP
o Increase production time utilization with saving around $54, 000 per month by eliminate stoppages in bottleneck process due to material delay (Six Sigma Project)
o Manage project with budget 1.5 million dollars to increase production capacity from 300 MVA to 500 MVA per month
o Reduce silicon steel scrap (most expensive material) by 50% by modify slitting m/c

Planning Engineer at ElSewedy Electric

• Egypt - Cairo
• August 2008 to May 2010

o Share in building department from scratch
o Design follow up sheet for production follow up for each shift and give labors training to guarantee data accuracy
o Build programmatic data base for production follow up
o Daily report shows production performance (time utilization, Process Efficiency, Productivity, stoppage reasons)
o Monthly presentation to evaluate production and apply the necessary action plan
o Then carrying the responsibility to release monthly MPS and daily machine loading