Distribution Operations Manager Kuwait
Alshaya
مجموع سنوات الخبرة :19 years, 7 أشهر
Managing complete Logistics and Distribution operations for Kuwait with a team of around 600 employees (25Million+ USD Budget) running multiple DCs of more than 700, 000 sq. ft. area. Handling approx. 100 Million Units / Yr. with 350, 000 SKUs.
Servicing 540 stores in Kuwait with a fleet of 60 Trucks handling 85 International brands - Fashion, Footwear, Furniture, Food, Cosmetics, Pharmacy and Optics brands such as H&M, Starbucks, Harvey Nichols, NEXT, Debenhams, American Eagle, Mothercare, Topshop, Coast, Footlocker, Jack Wills, Boots, Victoria Secret, MAC, Cheesecake Factory, PF Chang, Pottery Barn, Kidzania.
Responsible for leading, guiding and coaching Operation managers and Warehouse managers to ensure smooth operations across all departments across Kuwait logistics.
Responsible for developing & managing logistics budget, costs and shrinkage levels for Kuwait.
Managing E-Comm from receiving online orders till delivering to last mile service-provider.
Maintaining high customer satisfaction level with every brand as per agreed SLAs including replenishments, distribution approach, SOHs and delivery schedules.
Ensure compliance with corporate SOPs and yearly Audits while maximizing best utilization of manpower and other resources to enhance business value.
Motivate and engage all level of employees in technical trainings and other programs especially designed to improve their technical skillset, soft skills and team building.
Led Logistics and Supply Chain Department for Kuwait with 550 employees including; Warehouse-operations team, Transportation team, central Import/Export team and EDP (IT) team. Servicing multiple Business Units (internal customers) while ensuring alignment with their business strategy and strict compliance against the agreed SLAs and Corporate guidelines.
Managed six 6 Distribution Centers (DCs) across the country with a total space of 800, 000 Sq. FT. handling 5000 containers / Yr (40 Ft.) i.e. 40 Million pcs / Yr with more than 200, 000 SKUs at any given point.
Ensured smooth material flow across country’s entire supply chain network; from port to DCs and then to 75 stores across Kuwait.
Oversee all functional areas of 6 DCs and Imports department with strict controls on expenses.
Optimized transportation model, warehousing operations and logistics services to drive reduction in logistics cost to business and improve the quality of deliverables.
Drove operational improvements while eliminating wastes, non-value added activities and non-compliances - bringing excellence in every Supply Chain aspect.
Worked with BUs to re-define SLAs to streamline expectations and deliverables. Setup regular meetings with all BU stakeholders to address critical issues e.g. launch strategy, operational concerns, logistics initiatives, project progresses etc.
Introduced sophisticated reporting tools to monitor specific business areas and performance levels.
Oracle implementation in five Regional DCs in Dammam (KSA) i.e. 1) Max 2) Lifestyle 3) Shoe Mart 4) Baby Shop & 5) Iconic DC. Reworked storage plan, changed layout, procure & install new racking and redefined WH processes to be aligned with Oracle WMS. Successfully negotiated with 3 suppliers resulting in bringing down the cost by 15% i.e. saved 800K AED.
Conducted Warehouse audits at Regional DCs after Oracle implementation on regular basis to ensure strict adherence to standard operating procedures.
Deployed automation, new picking technologies; Voice Picking & Pack to Light across all GCC DCs. Performed detailed POC, compared results / benefits, established ROI and shared findings with the senior Management. Obtained approvals and finally selected vendor partners (Voxware Inc.) for full roll out across GCC. Estimated cost savings of around 1 Million USD per year.
Proactively led Six Sigma projects using DMAIC approach with 7 major Concepts (brands) to improve supplier compliance in terms of receiving standardized shipments from suppliers ensuring quicker TAT, accuracy and compatibility with the upcoming automated facilities.
Worked with foreign consultants (LN Consult) to study Company’s current supply chain network and infrastructures in order to provide future solution i.e. two new central automated Mega Distribution Centers (DCs) in UAE and KSA to handle Landmark’s growth till 2020. (Approx. project cost is 400 Million USD). Design phase (WIP).
Worked as a DC Manager in Jebel Ali FZ (Dubai), leading 90 workers in 70, 000 sq ft facility; handling Landmark’s 4 franchisee brands; Newlook, Koton, Reiss & Lipsy plus 2 LM’s own fashion brands; Max and Splash.
• Manage all functional areas within the DC on day to day bases providing efficient and customer-driven results while adjusting to complex business needs at situations.
• Managing inventory, cycle counts and daily/monthly reporting
• Direct and coach Operations In-charge, Facility In-charge and Supervisors to ensure smooth operations while resolving critical issues on time.
• Responsible for planning human resource (FT and PT employees), procurement of consumables and looking after equipment maintenance.
• Other focus areas involved; long term resource planning, bi-annual stock counts, health and safety procedures, employee trainings and employee performance evaluations.
One of the biggest Canadian 3PL Company having more than 30 Warehouses (8 Million sq. ft. of WH space) across the country with a reputable client base e.g. Wal-Mart (Grocery), Honda, Acura, Pepsi, Clorox, Canon, Ministry of Health (Ontario), Toys r Us, ConAgra Foods, Domtar Distribution and so on.
Reporting to the VP Solutions and Head of Engineering Department;
• Analyzed the case pick line at Clorox. Identified all non-value added activities using time studies & work sampling. Improved overall case-picking productivity from 176 to 246 Cases/Hr saving more than $ 125, 000 per year.
• Drove organizational change; restructured Procurement at Corporate level for 9 Warehouses across Ontario. Analyzed top spends, tendered out requirements, evaluated proposals and implemented new procurement policies for the region. Recorded savings of $ 140, 000 for the first year.
• Assisted in developing several business proposals for new 3PL business opportunities while designing conceptual layouts (in AutoCAD), storage methodologies, annual & start-up budgets and other operational requirements.
Responsible for improving supply chain practices between CHEP centers and several logistics companies across Canada by applying specific IE tools for efficient movement of pallets between manufacturers/distributors and CHEP pallet pooling network.
• Got formal training on Six Sigma methodology. Participated in a Green Belt 6-Sig Project (with team of 6) in order to improve supply chain practices within 1st, 2nd and 3rd tier pallet consumers all over Canada. Saved $ 400, 000 in the first phase of the project.
• Issued and developed two RFPs for Northern Ontario and Alberta to bring best transportation and logistics companies on board while saving more than 22% of transportation cost per project.
Automotive manufacturing plant of General Motors and Suzuki (Joint Venture); making SUVs from scratch carrying out stamping, welding, paint and final assembly.
• Responsible for updating time studies (MOST studies) for 45 Trim stations in the SUV Assembly department. Improved labor efficiencies using Toyota Production System (TPS) philosophy while resolving related disputes / grievances with the CAW Union Leader.
• Reduced 1 Trim station by changing 7 stations to fully incorporate the elimination; giving a saving of $ 210, 000 annually by removing 3 permanent head counts.
• Responsible for analyzing and approving new processes to accommodate changes, updating time studies, while doing ergonomic assessments and layout updates for the Assembly stations.
• Organized and implemented 5S, monthly Kaizen events and lean concepts for improving the current manufacturing practices in the assembly department.
• Performed Six-Sigma techniques using DMAIC process to reduce the downtime of different machines (Uncaser, Cartoner, Bagger etc.) and improved their overall reliability.
• Developed a complete preventive maintenance (TPM) plan in collaboration with Director Maintenance Diageo, head office (Diageo) UK.
• Conducted time studies to improve the changeovers and overall efficiency of Crown Royal 1-Litre and 750-ml Bottling Line.
• Resolved health and safety issues related to Stretch Wrapping Machines and developed operational SOP.
• Executed testing, commissioning and troubleshooting of Microprocessor based Siemens Relays for Over-current, Differential and Distance protection at High Voltage and Extra High Voltage Substations as well as Industrial Power Plants.
• Member of Project Management Team for 132/11KV substation project at Islamabad (Pakistan). Responsible for
o Getting design approvals from consultant.
o Procuring grid-station equipment.
o Arranging logistics for equipment’s on site delivery.
o Installation and commissioning of protection equipment.
• Assisted preparing responses for International and Local Tenders for Turn-key substation projects and making sales offers of substation equipment i.e. Protection Relays, Control and Relay Panels, Circuit Breakers and Surge Arrestors.
Executive MBA 2015/17