Business Operations Manager
Supreme Group
Total years of experience :28 years, 3 Months
Achievements:
• Delivered savings of USD 50 million in food and fuel delivery costs in Afghanistan in 2013 over the figures for 2012 through effective monitoring, measurement and control of contractors’ resource utilization.
• Implemented strategies which improved utilisation of preferred subcontractors from 40% to 85% leading to overall cost savings of USD 35 million.
• Participated in developing proposals for potential business of USD 500 million, leading to acquisition of contracts valued at USD 200 million and successfully mobilised all projects
• Provide support and advise for demobilisation of transport operations in Afghanistan involving retrograde activities for 1200+ containers with assets of over USD 5 million
• Implemented a lean organization structure and improved processes leading to 46% reduction in staff and over 50% reduction in personnel costs.
• Increased the productivity of personnel involved in truck/trip management in Afghanistan from 34 trucks/FTE to 55 trucks/FTE per month.
• Improved employee engagement and morale ensuring substantial reduction in attrition rates in hostile work environment.
Key Responsibilities:
• Direct and control all operational aspects of the company’s Transportation Division in Afghanistan, Pakistan and Africa with a staff deployment of 117 and annual operations budget of over USD 200 million.
• Plan and ensure efficient execution of all activities related to sea and land transportation in coordination with major shipping companies and land transport service providers.
• Manage the delivery of specialised transport solutions including oversized and overweight cargo and consignments requiring specialised handling and care.
• Collaborate with stakeholders in the region including clients, local government authorities and service providers in reviewing and resolving transport and logistics problems including unforeseen contingencies.
• Manage the process of subcontracting including finalisation of scope of work, cost base analysis, tendering, bid evaluation, negotiation and award of contracts and administration of subcontracts.
• As a member of the regional management team, contribute to strategic planning including development of operational forecasts, formulation of contract strategies and cost management.
• Evaluate performance of service providers on a continual basis using predefined matrix of parameters to achieve and sustain Supreme Group’s standards of quality, service and price.
• Track and monitor current sea freight rates in the international market and renegotiate with existing service providers ensuring cost effectiveness of the service.
• Anchor programs to drive continual improvements in performance and productivity by reviewing and redesigning infrastructure and revising processes and systems aligned to current industry best practices.
• Lead the conceptualisation and design of transport solutions for defense customers like NATO and ISAF and various commercial customers covering requirement review, cost estimation, proposal preparation and development of SCM solutions.
From July 2015 I have been looking for the right position, the market is slow for sure even till now in 2017. I have completed many applications but most positions put on hold due to the above mentioned.
I have completed several online diplomas and assisted in a new start up, also traveled to Istanbul with dhl to look at an operation and give feedback on areas of improvement required. (Warehouse operation)
Achievements:
• Established a facility for a new customer, split over space across three mezzanine levels for storing 8000 small parts, picking over 150 orders per day.
• Improved utilization of material handling equipment (MHE) used for loading/offloading of special products and delivered cost savings of AED Two million.
• Formulated and implemented standard operating procedures (SOP) for all critical business process activities and monitored compliance across all operational areas.
• Evaluated productivity of teams in all operational areas, identified opportunities for improvement and drove continual improvement programs to boost efficiency and customer focus.
Key Responsibilities:
Operations Management
• Managed day-to-day operations of transport and warehousing, divisions ensuring on time resolution of issues facilitating smooth delivery of service.
• Monitored operations, evaluated performance, measured variances and implemented corrective actions to achieve internal and external KPI targets.
• Participated as a member of the project team in establishing new business aligned to corporate objectives and sustainable growth.
• Evaluated productivity across all operational areas and implemented measures to improve operational efficiency and build customer focus across all the teams.
• Supported teams in coordinating activities of various units including inbound logistics, inventory control, production and pack and ensure cost effective and quality customer service.
Special Projects
• Joined Danzas AEI in Dubai as a key member of the Special Projects team tasked with providing subject matter expertise in developing various operational systems.
Achievements:
• Improved visibility of service level and quality provided to customers enabling on time correction of variations from KPI norms assuring consistent customer satisfaction.
• Implemented driver training programs leading to substantial saving in fuel costs of the fleet - improved fuel efficiency of tractor units from 8 MPG to 10 MPG and rigid vehicles from 13 MPG to 15 MPG
Key Responsibilities:
• Participated as a key member of the project team which set up Model Offices (that facilitated monitoring and improving operations) at all 17 Distribution Centers of the company in UK - Scotland, England, Ireland and Wales.
• Supervised implementation of new systems covering all key business processes incorporating measures for enhancing efficiencies and improving performance.
• Identified gaps in the communication channels between local teams of Exel and Boots and facilitated implementation of action plans to bridge gaps and ensure flawless flow of communication.
• Implemented training and development programs for managers and staff to orient them to the philosophy of the Model Office and provide required skills in managing new systems and processes.
• Conducted scheduled audits of distribution centers where systems of the Model Office had been deployed to evaluate effectiveness and recommend corrective actions.
