Chief operating officer @ Caterpillar Dealer
Daud Machenery
Total years of experience :16 years, 10 Months
Managed the full dealer operations cycle from Sales, After Sales, Supply Chain Management up to Collection. Set up the quantitative and qualitative KPIs for divisions and segments and put action plans for the areas of improvement.
• Led 600 employees across divisions via direct reporting of 9 senior managers heading the Supply chain, Product Support, Public Sales, Large Accounts, Electric Power Gas, Electric Power diesel, Construction equipment, Marine, and Finance. Implemented the necessary organizational changes along with succession plans to achieve the company's Strategic Goals.
• Communicated with internal and external stakeholders as follows:
• Acted as the primary point of contact with Caterpillar and Exxon Mobil in topics related to the dealer performance,
services growth, dealer assessment, merchandising programs, price changes, target setting and achievement
progress, revenue forecast and organizational changes.
• Conducting weekly meetings with customers to have insight into their current needs and challenges. Participated in
and supervised marketing events to attract new customers/markets.
Achievements:
Achieved a business growth of 32% in the parts segment, 14% in the machines segment and 21% in generators (power systems) from the period until YTD - July 2021 as compared to 2020, through:
o Increasing the service contracts (CVA) by 185 contracts with existing and new customers in eight month-period.
o Cooperating with the marketing team to set a six-month deferred payment plan for customers with solid credit history o Achieving of 25% increase in oil sales backed by reducing the purchase cost of the Exxon Mobil oil by 12.5%
through a detailed market study of the competitors’ prices and loss sales attribution analysis
o Signing a remarkable 20 years long-term service agreement LTSA with one of our key accounts.
o Managing to sell a number of H-series Gensets through offering the customers shorter lead times, thanks to piling up
a sufficient stock of the models synchronized with a marketing campaign to show the engine efficiency.
o Implemented CAT’s focus marketing discount that aims at targeting specific customer profiles in machines and
generator segments.
o Targeted machine retail customers through spreading show-rooms in areas near retail customers and offering smooth
customer experience backed by attractive financing facilities
Reduced the dead stock inventory by 5% as a part of the inventory reduction plan which enhanced the working capital
position.
Developed Service Department Capabilities through on job training to reduce redo, create Oil Sampling lab.
Changed the organizational structure to be more focused on key accounts and public
•Set a clear action plan for achieving 12% business growth compared to previous year.
Restructured the Sales organization to support business plan growth.
Start developing online plat form for parts Sales.
Manage all supply chain activities in terms of Logistics, Inventory Management
and Procurement
Manage all the logistics related cost through inviting forwarders to a tender
process.
Manage inventory level to satisfy customers satisfaction.
Maintain the relationship with all suppliers.
4
Ensure effective warehouse operations inbound and outbound.
Initiate a lean supply chain project.
Work in business expansion through adding a new brand for the
company (acquiring Iveco commercial vehicles in Malaysia)
Drive Sales Division heads (Machine, Power Generators and Product support)
toward target achievement.
Ensure full CRM utilization.
Develop a strong management reporting system.
Set a continues improvement action plan.
Work with Exxon Mobil for oil supply.
Role Achievements
Achieved 14% Business growth on parts and 12% growth in machines and
Generators.
Exceeded the total Revenue Target to reach 13% growth compared to the previous
year
Set a standard process and procedures for the teams located in different countries
which have helped in having a smooth multi country operation process.
Reduce company Supply chain cost by 12% lower.
Train completely new team of using the lean concepts which is culture, build
in quality, standardized work, Just in Time visual management, continues
improvement
Reduce the lead time by 3 days for Air and 6 days for sea which has a direct
effect on Cash flow, working capital and customer satisfaction.
• Responsible for Caterpillar Dealer Supply Chain in DWC Dubai Logistics Hub. Managing a Team of Logistics, Inventory, Ordering and Warehouse Managers for Parts and Prime Product.
• Startup the Supply chain operations in Dubai as follow:
1- Hire full Supply chain Team (ordering, warehousing and Logistics) 2- Setup the company imports permissions
3- Setup the company chamber of commerce account. 4- Do the needed contracts with all 3rd party logistics.
5- Rent parts Warehouse and do the necessary setup (Bin location, floor flow, receiving and dispatching area)
6- Rent a prime product storage area.
• Finalize all the parts and prime product processes flow.
• Ensure a cost-effective model
Current Role: “ National Parts Manager FAMCO Al Futtaim Auto and machinery company” ( Startup business) Parts Sales, inventory Management, Logistics and Warehouses
• Setup a complete Customer DataBase.
• Propose a costing methodology that eliminate currency fluctuation.
• Hire All parts Team Members.
• Set Monthly Sales Plan for Sales representitives that leads to achieve year end sales targets.
• Analyse sales, expenses and inventory on monthly basis to achieve goals.
• Ensure parts Monthly Turnover.
• Develop Sales promotions for Parts.
• Setup a complete process and procedures for Parts Ordering, warehousing(cycle counting, physical Receiving, Customer and Workshop issues)
• Sign an agreement with Exxon Mobil for suppying oil.
• Sign an agreement with DHL to freight forwarding.
• Create Parts Intial stock order based on the Historical data and Fleet o ground.
• Developed tiered pricing system that support profit margins targets,
• Cut time necessary to file claims from over a week to a maximum of two days and decreased loss and shrinkage by minimizing return process.
• Reduced inflated inventory costs and decreased obsolescence by establishing ongoing inventory counts.
• Meet with suppliers and discuss the return of unused products at prices fair to both parties to recoup wasted dollars.
• Rearrange current parts department to better serve the changing trends in both the shop and walk-in customers.
• Increased retail parts sales by utilizing customers purchase history and prepare a comprehensive package of parts for individual customers at a discounted price while utilizing ordering strategies to best capitalize on profit but also make the packages attractive to customers.
• Research and implement changes to the mobile service fleet to ensure the right parts diversity is accomplished and maintained with the correct stocking levels to better serve our customers while reducing restocking down time.
• Maintain a balance between inventory investment, Sales Targets and Customer satisfaction
Current Role: “ National Parts Manager FAMCO Al Futtaim Auto and machinery company” ( Startup business) Parts Sales, inventory Management, Logistics and Warehouses
• Setup a complete Customer DataBase.
• Propose a costing methodology that eliminate currency fluctuation.
• Hire All parts Team Members.
• Set Monthly Sales Plan for Sales representitives that leads to achieve year end sales targets.
• Analyse sales, expenses and inventory on monthly basis to achieve goals.
• Ensure parts Monthly Turnover.
• Develop Sales promotions for Parts.
• Setup a complete process and procedures for Parts Ordering, warehousing(cycle counting, physical Receiving, Customer and Workshop issues)
• Sign an agreement with Exxon Mobil for suppying oil.
• Sign an agreement with DHL to freight forwarding.
• Create Parts Intial stock order based on the Historical data and Fleet o ground.
• Developed tiered pricing system that support profit margins targets,
• Cut time necessary to file claims from over a week to a maximum of two days and decreased loss and shrinkage by minimizing return process.
• Reduced inflated inventory costs and decreased obsolescence by establishing ongoing inventory counts.
• Meet with suppliers and discuss the return of unused products at prices fair to both parties to recoup wasted dollars.
• Rearrange current parts department to better serve the changing trends in both the shop and walk-in customers.
• Increased retail parts sales by utilizing customers purchase history and prepare a comprehensive package of parts for individual customers at a discounted price while utilizing ordering strategies to best capitalize on profit but also make the packages attractive to customers.
• Research and implement changes to the mobile service fleet to ensure the right parts diversity is accomplished and maintained with the correct stocking levels to better serve our customers while reducing restocking down time.
• Maintain a balance between inventory investment, Sales Targets and Customer satisfaction
Current Role: ”Mantrac Group Parts Inventory Control Manager”9 Territories.
• Manage 105000 Different line items for $130M in 9 countries (Ghana, Nigeria, Sierraleone, Kenya, Tanzania, Uganda, Iraq and Russia)
• Provide landed Cost analysis to reduce/control the cost for the parts to achieve higer GP and TurnOver
• Long term planning for Inventory objectives
.
• Orient Group Inventory Based on the Company Vision and Strategic Rules.
• Special Program to Handle Group Inactive/Dead Inventory trying to get rid of it and replaced with more healhy stock.
• Conduct Business Reviews in each territory around the year.
• Make sure the Inventory Manager/Teams in Each territory Follow Group Process and Procedures.
• Process Development to Elminate Down Time and Achieve effeiency.
• Main Participant in a lot of new Warehouse setup starting from Warehouse designing, types of racks, and cabinets suppliers.
• Setup / work on the barcoding Project
• Parts locations Changes based on A, B, C Parts Activities, cycle counting staff training to reduce picking time.
• International logistics in Africa Russia and UK, dealing with forwarder/predestination and destination inspection (DHL, Hellman, Cotecna) local clearance process.
• Complete report to control; Landed cost factor, introduce Mantrac unatrac business forwarder through bidding process..
• Design a warehouse assessment tool to measure warehouse activities and Staff performance
• Organizations Resturtures to insure acheieving company Strategic Goals.
• Strong Reporting System to define the Area for improvement in Each Territory.
• Align Inventory procedures across the Group.
• People development to increase Job knowledge and idea enhancement.
• Set key performance indicator for each territory to reflect the company goals.
• Develop and Inforce Inventory Strategic action plans to target area for improvements..
• Warehouses Operations Review.
• Manpower Planning and Development.
Current Role Achievements
• Increase Inventory Optimization along with Increase in customer Satisfaction although Demand And Sales have increased. Total Inventory decreased by 10% (-$13M) versus increased in Service % of 3% and Sales increased 8%(+$30M).
• Inactive Inventory reduction of 13%.
• High Risk Reduction of 30%.
• Stock Turn over increased by 0.2.
• Reduction in the landed cost for the Air frieght Items.
Key Actions to achieve that
• Enhancement in the reporting system to reflect the Strategic Numbers where we need more focus
• Changing the High and Low limits in the parameters helped us to decrease the depth of the stock.
• Changing the desired service percent for the expensive items to be lower as a conservative action in stocking less quantities
• The aggressive follow up on the lead time parameters to reflect the actual
• Strict instructions sent to the IM MGRS to review the stock orders by themselves before purchasing from CAT
• Aggressive follow up on the protection and overridden parts
• The aggressive follow up on the allocation helped us to decrease the on hand
• The aggressive follow up on the WIP, with the help of the service CoE
• The write off exercise
• The good management of the Major components especially in GH,
• The ATS process which re-enforced once again recently to ensure that we adding the right parts at the right time,
• Finally we succeed to transfer the urgency of decreasing inventory to all the IM MGRS to improve the STO and they did a great efforts to make this happened with the CoE help and advises