National Aftersales Mgr.
Al Murgan Group
مجموع سنوات الخبرة :18 years, 9 أشهر
Managing for 3 central workshops with more than 9 remote workshops and 14 service mobile workshops with staff of 168 Productive and non-productive to apply SOP, strategic planning, tight budgeting, improving operational efficiencies, required KPI’s (Gross profit, Efficiency, Utilization, productivity, CSI, etc..) and MSI’s(WIP, Back jobs, etc..).
Achieved areas
• Reducing complaints and improving CSI.
• Achieve the budget annually by Percentage not less than 95% with GP net less than 68%.
• Decrease consumables supplied cost by 28% by new contracts.
• Creating job progress control board.
• Maximize the utilization of the warehouse capacity.
• Minimizing parts holding costs through forecasting techniques.
• Control dead stock line items not exceed 3%.
• Increasing the productivity from 85% to 98% through.
Tools and Equipment saving with pneumatic tools
Applying annual training schedule plan for all staff
Applying technician Mix according to job Mix
Applying parts fill rate and service rate system
• Keeps warranty rights and Technical Reports communications.
• Increasing resale value 15% by reconditioning sold vehicles
• Get the best prices of outsources either in parts or in repairs lead to cost reduction 10%.
• Increase quick service outlets to 760 service outlets through contracting with Petromin Express.
• Finalize outsource contract with Ashgan Al Rabie company with fixed competitive prices.
Managing 12 branches with 168 productives and 42 non productives, applying standard operations, facilities maximum utilization with keeping CSI and budgeting through applying my previous experiences
Managed the day to day tactical and long term strategic activities within the business
Drafted business plans and budgets with quarterly and semi-annual business reviews.
Achieved areas
Maximized my region revenue by 150 % and increasing Customer retention index to 60 %, customers service in their sites, utilize the customer right in warranty etc.
Reduce and control expenses by improving resources allocation.
upgraded my staff skills by coaching, monitoring and offering constructive feedback, etc.
Responsible for 3 branches and 7 sub dealers handling all activities of after sales, planning, budgeting. customer satisfaction, corporation communications, sub dealer handling etc.
Discussing common problems with manufacturer to improve quality and brand reputation.
Achieved areas
Creating Training center for our staff
Creating warranty staff to handle all warranty process
Market studies for our parts & labors compared to competitors
Creating P.M. schedules and key products price list
Creating organizing chart, creating operating action plan, budgeting system
Creating service contracts and operation lease
Saving all required Tools & Equipment's, SST
Saving and creating strong sub dealers network.
Managing 11 branches with 134 productives and 46 non productives, applying standard operations, managing through KPI's keeping CSI, tight budgeting, service marketing activities,
Managed long term strategic activities within the business
Managed to enforce staff loyalty, productivity, CRR, profitability, staff skills etc.
Achieved areas
Increasing the revenue with approx. 40%, dependly GP, and net profit within 2 years by the following
A- By the impact force of increasing staff loyalty through applying the following
i. Attractive incentive policy
ii. Build in Salary level and regular annual increment
iii. Creating career path
iv. Upgrading through training to higher classification grade level
B- Increasing service market share from 26% to 30% within 2 years by customer retention program through
i. Creating reprising for regular service & Key product repairs after market study
ii. Apply Before Service Activities ( Service Clinic, Outreach, Fleet Customer Visit And Do It By Yourself) This Program is applied only in HMC
iii. Apply seasonable campaign like ( Free check up, A/C Campaign, etc)
iv. Applying VIP Cards for regular customer with special discount
v. Creating new vehicle service contract ( vehicle is soled by warranty & service for 3years & 60000km)
C- Increasing the productivity from 80% to 103% through
i. Tools and Equipment saving with pneumatic tools
ii. Applying annual training schedule plan for all staff
iii. Applying technician Mix according to job Mix
iv. Applying parts fill rate and service rate system
v. Applying visual process control boar
applying company polices to achieve in areas of target achievement, job marketing, customer satisfaction, customer retention, technician level upgrading either on job training or out side training, following spare parts needs, warranty claims final check & processing, marketing for body jobs,
service manager leading 40 productive & non productive to serve more than 900 vehicle of company cars( denting, painting, detailing, mechanical, electrical jobs. with keeping 1. cost control, 2. quality control, 3minimizing the bending. also dealing with all agencies to keep company rights in warranty jobs.
results,
upgrading all techniciansskills& levels by either on job training or out side training in agencies free of charge as good will, cost down by 310sr / vehicle, decreasing no. of total loss cars, stopping outside repairs, decreasing store stock by 30%, decreasing died stock by 25%, increasing quality of operating fleet, increasing the quality of sale vehicle lead to 20% increase in resale value and keeping the work shop fleet in the range of 5%of the operating fleet which is consider the limit of successful limit of rent a car