رائف بدر

Proactively monitor staff performance of more than 1050 professionals to plan and execute the end-to-end supply chain operations from order to delivery. Provide strategic support to CEO in developing the Supply Chain strategies and work planning for operational excellence. Achieve highest CSL at the lowest possible cost by leading the standardization and simplification of the end-to-end supply chain business processes. Play an integral role in reshaping and building the factory’s central warehouse to improve inventory operations. Attain world class supply base by organizing fully integrate procurement functions across the organization and manage supply relationships and strategy for all suppliers. Critically analyze annual performance metrics and sourcing trends against budget and vendor performance to demonstrate continuous improvement and progress against strategic objectives. Obtain maximum level of customer satisfaction and increase business efficiency by optimizing supply chain/transportation network and controlling warehouse operations.
• Directed overall supply chain operations with AOP of more than 750 Million SAR and annual turn-over of more than 1.8 Billion SAR.
• Revamped overall management supply chain department, resulted in reduced 15% manpower that worth to 10.9 M SAR.
• Maximized business revenue and efficiency by reorganizing supply chain order to cash processes.
• Minimized working capital by 0.5% that worth to 16 M SAR by redesigning supply network across the kingdom.

Conceptualized and initiated aggressive internal growth plan to effectively monitor and lead inventory, material, and production planning functions. Administrated overall supply chain operations for supplying AMEA region through Riyadh plant as a single sourcing point for the region. Balanced both OTIF (On Time in Full) and OEE (Overall Equipment Effectiveness) process to achieve company’s strategic. Owned the availability component of the OEE calculation. Supported production and project teams in process of capacity planning formation. Supervised W/H asset management and all physical loading and unloading activities. Prepared shipping documents and timely delivered to desired location for operational excellence. Ensured compliance of warehouse operations in line with CBOB’s SHE policies. Led overall operations purchasing budget and involved in establishing and maintaining detailed supplier database. Organized and managed supplier evaluation system.
• Streamlined and assisted in SCM and other CBOB functions by establishing market understanding and knowledge.
• Fostered and maintained strong relationship with key suppliers and service providers to accomplish new business opportunities.
• Displayed exceptional management expertise in managing daily transportation operations and setting procurement policies to carry out best possible benefits.
• Assessed needs for skill improvement and delivered training to staff members to enhance business performance.

Developed innovative supply chain ideas and procedures to support business strategy adapted to changing market conditions, new business opportunities, and cost reduction strategies. Ensured smooth transition without any negative effects on the current manual operations by formulating project plan, including costing, estimation and resources required for the expansion/automation projects. Oversaw 17 MRDC’s (Mega Regional Distribution Centres) operations of around 250, 000 M² (around 95, 000 pallet positions) that includes High-bay warehouses technology and ATL (Automatic Truck Loading). Headed primary distribution network of 160 owned trailers with multi-trips + 3 X 3PL as well as led the secondary distribution network of more than 300 owned distribution trucks with multi-trips to execute the daily delivery of sales orders across all trade channels. Administrated the II&S (Inventory Implementation & Sustainability) department that defines, controls, and monitors the overall KPIs for measurement, comparison and evaluation of supply chain total performance and productivity of SQCDME (Safety, Quality, Cost, Delivery, Moral and Environment).
• Provided effective inputs and services for installing and commissioning the 1st High-Bay warehouse in the kingdom of Saudi with storage capacity of 38, 000 pallet positions.
• Increased business performance by designed and implementing effective 5-years strategic expansion plan for the distribution network.
• Applied SCORE - KRAFT business model for supply planning and replenishment to maintain the proper DOS and DIO, resulted in achieved 100% daily customer service level for the last 2 consecutive years.
• Reduced daily market returns by 90% by implementing pre-sell strategy.
• Successfully accomplished ISO 22, 000 in 2015 for the biggest 2 RDC’s Jeddah and Makkah.
• Effectively installed Sola-tube daylighting system in the biggest 2 RDC’s Jeddah and Makkah, with NO operational cost and yearly saving of around 300K SAR.