Warehouse & Logistics Manager
Jazeera Paints
Total years of experience :17 years, 11 Months
Managing Inbound/outbound operations of Raw material/Packing Material and finished goods warehouses and distribution operations.
Collaborating with other functional departments to ensure that production and quality standards are achieved.
Providing technical expertise and training to all areas of the department in WMS SAP standards.
Perform activities related to training, troubleshooting or absentee coverage.
Maintains receiving, warehousing, and distribution operations by initiating, coordinating, and enforcing program, operational, and personnel policies and procedures.
Controls inventory levels by conducting physical counts; reconciling with data storage system.
Maintains physical condition of warehouse by planning & implementing new design layouts; inspecting equipment; issuing work orders for repair & requisitions for replacement.
Completes warehouse operational requirements by scheduling & assigning employees; following up on work results. Provide technical expertise and training to all areas
Work safely following established workplace safety practices
Review daily operating reports and report operational, manufacturing, and maintenance issues and shift events to leads to prevent operational delays
Troubleshoot operational problems to improve quality and efficiency
Build and maintain a positive team-oriented environment amongst production personnel
Evaluate employee performance objectively based upon the job requirements and behavioral indicators of performance
Identify areas of improvement in staff and provide corrective action to personnel in coordination with plant management and Human Resources
Obtain immediate medical treatment for all injuries
Notify appropriate management and enter required events (accidents, injuries, incidents) into Intelex in real time
Other duties as assigned
Follow Master Production Schedule and ensure the material dispensing as per requirements.
Managing 126 head counts.
Managing area of 60 SQM warehousing operations.
RIS is an international award winner and one of the leading established Interior Designing Firms and retail stores in the Middle East. RIS
offers a unique portfolio of customized services and products to clients.
• Reduced transportation costs by 12%
• Implemented zone planning, improved right first
time deliveries by 22%
• Implemented filling proper container volume
and introduced exact filling of CBM data
• Set up a new retail outlet in Riyadh, expanded
current space of Jeddah store by 60%
• Realigned sales and supply chain strategy which
led to 22% growth in 2020
• Introduced 3PL for handling storage and home
deliveries
• Improved inventory availability in shelf by 90%
• Implemented pick/pack and quality checks
procedure and guidelines for loading trucks
• Automated process for dispatch scheduling
• Introduced exact HS codes to save custom duty
• Implemented Geo fencing and zoning + trucks
tracking system + Mobile apps for customer
signature and uploads, SMS to customers and
feedback to management back
• CSI/CSAT improved from 60% to 78%.
• Implemented systems for accuracy in the daily cycle
count which improved accuracy from 65%
against SKU TO 98%
• Improved on-time receiving and posting from
76% to 100%, dispatching on time improved
from 65% to 98%.
Reporting to the CEO
Managing a team of 90
Managing the ecommerce logistics operations - 110 orders / day
PAN KSA: value is SAR 75K daily
Procurement: Home furnishing, accessories, organic FMCG
products
Imports: From USA, Europe, UK, India, and China
Warehousing at 3 locations, value of inventories managed: SAR
52Million
Volume of dispatch 1100 Units each day by road and air
Software used: NetSuite Oracle
− Creating Value in Supply Chain, for 3 retail outlets and
ecommerce operations
− Study whole cycle of processes and remove waste and implement
auto process flow to lower costs and improve efficiencies
− Oversee warehousing, inventory management, eCommerce
− Preparing the annual business plan and budget for the
department, handling P&L
− Reviewing and monitoring daily and monthly Key Performance
Indicators (KPIs)
− Analysis of reports relating to stock levels, stock aging, volume
turnover
− Purchasing strategy alignment, preparing and implementing
logistics Plan
− Contract management, performance (cost/utilization)
− Continuous improvement & optimization of assets (MHE and 3PL
services)
− Achieving OGSM objectives in all forms of SCM
A leading provider of furniture, home appliances, and electronics.
Achievements at Eddy Home & Electronics
• Started Custom clearance from Dammam Port
(35% of the total volume) significantly reducing
sea freight and inland transport cost
• Reduced (38% cost in transportation, 33% in
handling/unit, 19% on the last mile)
• Enhanced Customer Satisfaction Index (CSI) by
25% through 77% decrease in last-mile
complaints, 18% improvement in success rate as
well as an increase of 34% in on-time delivery
• Closed down 5 distribution centers which saved
company SAR 1.2 M yearly
• Increased capacity of offloading from 5
containers a day to 8
• Handled the setting up of 9 new retail outlets
• Implemented a complete WMS (Warehouse
Management System) and TMS(Transport
Management system) in MS dynamics 365.
Reported to Managing Director
Managed a team of 192
Led all logistics, ecommerce operations for Saudi Arabia
Products handled - Home and electronics, furniture accessories and
home furnishing items
Handled 19K SKUs, supply to 29 retail outlets
ecommerce logistics operations - 220 orders a day; value of
products SAR 550 K
Value of inventories managed: 160 Mn SAR; volume of dispatch :
125 Units a day
Transportation by road with own fleet of 45 trucks and by courier
Software used: Microsoft Dynamix Cloud
−Developed analytics, systems, and data management capabilities,
including metrics & reports
−Directed the hiring and training of staff
− Supply/demand forecasting, inventory management, and on time
delivery
− Implemented transaction management best practices
− Enhanced logistics operations in line with PGS standards
Achievements at Banta
• Transportation costs reduced by 5%
• Automated process, implemented reordering
formula to improve availability
• Ensured products arriving at port/airport (for
import) are cleared and delivered to
Distribution Center and released to a location in
the shortest lead time
• Implemented inbound tracking tool for
shipment visibility through the inbound supply
chain
• Set up a plan for a furniture repairing workshop to
help decrease damage value by 95% and raise
supplier claims save company interest and
improve Packaging for future shipments
• Implemented Min-Max store replenishment
automation which reduced reaching to store
time reduced from 24-hrs to 6 Hrs. and at the
same time improved shelf availability by 99%
against each SKU
• Received company sales target certificate in Jun
2016.
Products handled -furniture accessories and home furnishing
Managed a team of 55 people working across 'Home Furnishing
Warehouse and Distribution', 'Electronics' Showrooms Distribution'
and 'Local Container transport' divisions
Number of SKUs: 9K
Handled e-commerce logistics operations (43 orders/day worth
SAR 86K)
Value of inventories managed: 33 Million SAR
The volume of dispatch: 2K units a day
Software used: Microsoft Dynamix 2013
− Execute an effective and streamlined inbound operations process
from Logistics Center/plants
− Ensure speedy customs clearance of products arriving at port
/airport
− Execute inventory management process as per AFME policy,
including Periodic inventory reconciliation (WMS to E1)
− Ensure accurate stock availability in saleable locations critical to
Order-to-Cash process
− Maintain a robust process for removing expired, near expired and
damaged products, minimize obsolete inventory
−Update monthly GML metrics and ORM inputs (related to logistics
operations)
− Maintain monthly budget to spend analysis reports
Value of operations 300 million KD
Products handled: Home and electronics like furniture
accessories and home furnishing+ FMCG
Number of SKUs: 33K - managed 26 retail outlets
Value of inventories managed 220 Million KD
Software: SAP and later EWM in SAP
The volume of dispatch 190K units a day
• Set up 9 new retail outlets
• Developed warehouse operations systems, layout, product
flow, and product handling systems
• Established 'Activity-Based Costing' system for both
warehousing and distribution to replace the cost chargeback method
• Project Manager for shifting 31, 000 m3 of stock to
Alghanim's biggest warehouse
• Developed Service Level Agreements with Retail Units
• Minimized delivery lead time to 48 hours by introducing
multiple shifts in the warehouse
• Started removing empty pallets from delivery docks to
avoid damages and saved 18K Kuwaiti dinar annually
• Received inventory accuracy award in 2010 for improving
accuracy on hand from 96% to >99.5%
Accomplishments:
• Created a dynamic team culture whilst superintending a team of 215 people working across 'Home Furnishing Warehouse & Distribution', 'Electronics' Showrooms Distribution' and 'Local Container transport' divisions.
• Established 'Activity Based Costing' system for both warehousing and distribution to replace the cost charge-back method; provided visibility into costs incurred.
• Consistently delivering service levels to achieve 99.5% pick rate by introducing perpetual count system, family-wise placement of stock in the warehouse and improved product flow in the staging area.
Key Responsibilities:
• Supported development of distribution center operational plans, established and reviewed warehouse plans, while shouldering responsibility for KPIs /targets.
• Enforced adherence to Company policies and procedures as well as H & S policies. Established and monitored security procedures and protocols.
• Ensured distribution center stock is recorded and held in line with company policies. Identified discrepancies between inventory records and took action.
• Promoted employee development through in-house training, goal setting and achievement feedback. Proffered strategic recommendations to management in-regards to promotions, wage increases and terminations.
Team leader
SCM
SCM
Professional Development: • Kuwait Fire Services Directorates, April 2011 • Strategic Management