SUPPLY CHAIN REGIONAL DIRECTOR
Over the past few years, I have set up supply chains in multiple countries and stepped up the performance of existing ones- both in Direct- and in Distributor- models. With 18 years of experience, I found my strength in solid functional development of supply chain teams and in establishing basics of operations that deliver a breakthrough in performance and exceptional cost savings. In my last two assignments I managed to structurally cut 12% of the total operations budget while significantly improving service. In the past two years, 3 of my direct reports attained promotions to independently spearhead the supply chains of different countries. Leading S&OP implementation and globally leading Demand Management have proven instrumental in expanding my business acumen into Sales, Marketing and Finance functions to provide me with a solid cross border End-to-End supply experience on which I develop and execute business and supply strategies. I relish leading Supply Chains.
CORE COMPETENCIES
Demand Management • Financial Management • Inventory Management • Strategic Sourcing • Talent Development • Value Stream Management • S&OP (IBP) • Project Management • Cost Optimization • Logistics & Customer Service • Operations Improvement • Productivity Improvement • Change Management • Risk Management • Distributor Management • Supplier Development • End-to-End Supply Chains
CAREER MILESTONES
? Leading the merger of Mars and Wrigley companies in the 6 GCC countries, Mars, 2018
? Make the Difference 2016 Award nominee, Smart Demand tool, Mars, 2015
? Achieved 90% percentile for Supply in Gallup’s Associate Engagement survey, Mars, 2013
? Total Cost of Ownership savings of 12% and reducing Non-Quality Costs by 80%, Mars 2012
? Led the implementation of S&OP+ (IBP) process in Saudi and awarded “Class A” accreditation from Oliver Wight, as the first FMCG in the Middle East and the first business unit in Mars, 2009
? Developing a supply sourcing strategy that provided a net cost avoidance of $4.4M, Frito Lay, 2007
? Savings of over $2M on raw materials spend via Returnable Cases project, Frito Lay, 2006
? Pinnacle award, Leading the region in Quality Assurance capability for 2 consecutive years, P&G, 2003
? Received the Creativity Award from IWS Focused Improvement Pillar, P&G, 2002
PROFESSIONAL EXPERIENCE
Mars Inc.…….………………………………………………………………………………………2008-Present
Integration & Transformation Director, Mars-Wrigley Confectionery (2017-Present; Dubai, U.A.E)
Reporting into Region VP; Direct reports: S&F ITO lead, HR ITO lead, Supply chain ITO lead, 2 x Sales ITO leads; IT ITO lead; Business Process and Effectiveness ITO lead.
Leading the integration of Mars and Wrigley segments; transformation of business model and capability of the cluster across all functions: Finance, Legal, Tax, Sales, CBU, Supply Chain, P&O, S&OP and Strategy.
Supply Chain Director, Wrigley Middle East & North Africa (2014-2017; Dubai, U.A.E)
Reporting into Region General Manager; Direct reports: 2x Regional Demand Managers, Product Availability Manager, Supply Chain Development Head, S&OP Manager; Budget Accountability: $46M
Relocated to Dubai to boost the Confections segment’s regional supply chain capabilities and improve customer service to 13 distributors and 14 export markets in collaboration with 7 source units outside the region. As part of the regional leadership team, my accountability includes setting and delivering the region’s operating plan on Revenue, Earnings and Cash.
Key Achievements to date:
? Mars Make the Difference 2016 Award nominee, Smart Demand tool and embedding S&OP process.
? Developed 10-year Supply Chain Strategy in alignment with Global Supply VP and Segment President.
? Demand Accuracy improved by 10 points; Bias reduction by 9 points; 10% lower working capital
? Stepped up Agility lead-time by 25% and improved Earnings by slashing 12% of Cost of Goods Sold.
? Turnaround service by improving case fill to trade by 21% to close the gap towards global gold standard.
Head of Supply, Mars Saudi Arabia (2011-2014; Jeddah, Saudi Arabia)
Dual reporting into Chocolate Business Unit General Manager and Regional Supply Vice President; Direct reports: Demand Manager, Supply Manager, Logistics Manager, Supply Chain Development Manager, and Lean Manager; Total Span of Control: 150; Regional Budget Accountability: $68M
Two years following my expanded responsibilities into S&OP+, I was promoted to head the End-to-End Supply function. I joined the Business Unit’s Management team and the META Region’s Supply Council and led the effort in developing the Supply strategy for the region and deploying it in the business unit. Since assuming this position, my team has successfully supported over delivery on the Bottom Line by realizing annualized Total Cost of Ownership savings of 12% and reducing Non-Quality Costs by 80%; as well as supporting strong Top Line growth via improving Product Freshness by 23% and extending the S&OP+ outlook visibility from two to five years.
Key Achievements:
? Achieved 90% percentile in Gallup’s associate engagement survey for Supply, 2013
? Streamlined the global transportation logistics from twelve source units (factories) into the market to improve lead-time by 15% and deliver cost savings of $8M on available spend of $68M
? Working Capital and Cash improvements by negotiating payment terms with distributor
? Conducted Advantage Trade Attitude Survey and scored the #1 preferred supplier for Key Accounts
? Launched Quality in Distribution project and reduced non quality costs by 80%
Supply Chain Demand Manager (2008-2011; Jeddah; Saudi Arabia)
Dual reporting into Regional S&OP GM and Business Unit GM; Direct reports: Demand Planner.
Within the first 90 days on the role, I developed a plan to improve the outputs of the supply chain for the short term (6-18 months) and intermediate term (2-3 years). Since holding this role, my function successfully reduced Working Capital position by 33%; increased Supply Chain Agility by 75%; and delivered 12 incremental points on Order Fill. Twelve months after joining Mars, I received a promotion that expanded my responsibilities into three areas: the custodian of the S&OP+ (IBP) implementation in Saudi; a member of the Regional Integrated Reconciliation (step 4 for the Region); and positioned as the Global Owner for Demand Management (Step 2 implementation worldwide).
Key Achievements:
? Inventory reduction by 33% while achieving 12 incremental points on Order Fill
? Led the implementation of S&OP+ (IBP) process in Saudi and awarded “Class A” accreditation from Oliver Wight, as the first FMCG in the Middle East and the first business unit in Mars, 2009
? Conducted a Global Demand workshop in Belgium, 2010, issuing a Demand KPI handbook across Mars
? Directed a global demand workshop in Istanbul- Turkey, 2011, educating Demand managers and Portfolio managers across Mars Chocolate, Mars Pet care and Wrigley’s on the Demand Management process, which eliminated 10% off the Demand Bias
Pepsi Co Inc., Frito Lay…………………………………………………….………………………….2004-2008
Project Manager (2007-2008; Riyadh, Saudi Arabia)
Reporting into GCC Supply Director; Total Spend Accountability: $15M
Assigned a role as project manager to determine the yearly incremental infrastructure required to meet medium and long term sales demand and to optimize overall supply cost and capacity utilization. I ran a network optimization analysis using SAILS® software by placing long term sales volume projection by location; analysing multiple factors including operating costs of production lines per site, the cost of relocating lines, the fixed capital required to open new factories, the cost of operating different number of shifts scenarios including overtime options; transportation costs of raw & packaging materials and finished goods, taxes and duties, to develop 115 scenarios to the GCC supply network.
Key Achievements:
? Recommended to the Board of Directors and the Regional Supply VP and received approval on a supply sourcing strategy that provided an annual net cost avoidance of $4.4M
Product Availability Manager (2004-2007; Riyadh, Saudi Arabia)
Reporting into GCC Supply Chain Manager; Direct reports: Production Planning Manager, Materials Planning Manager, 2 Factories Warehouse Managers, Freight & Transportation Manager, and Outbound Logistics Manager, Total Span of Control: 24; Budget Accountability: $4M
Responsible for driving improvements on inventory levels, production scheduling optimization, product availability for sales, transportation asset utilization & 3PL spend, and expiries budget within the supply chain operation. I was accountable for providing the necessary CAPEX justifications for Production and Warehouse capacity expansions to support organization’s growth.
Key Achievements:
? Boosted order fill to 98%, raised product availability by 12 points, and improved product mix by 28%
? Developed a mini ERP system using Visual Basic Excel platform
? Saved $0.5M annually on freight spend via developing and running models to optimizing delivery routes network and increasing trailer utilization
? Projected savings of over $2M on raw materials spend via Returnable Cases project
Kraft Foods………………………………………………………………………………...………….2003-2004
Supply Chain Coordinator (2003-2004; Cairo, Egypt)
Reporting into the Supply Chain Manager; Responsible for demand planning of Tang® for local sales and 3 export distributors while managing the production schedule of two out-sourced factories, raw materials availability, calculation of finished goods boundaries and de-complexity. Liable for purchasing of materials and other goods activities including supplier selection, price comparisons, purchase orders, call offs, customs clearance and export process.
Key Achievements:
? Outsourced freight to a 3PL service provider to receive competitive transportation rates
? Conducted a vendor assurance audit that established a promotional packaging supplier for marketing
Procter & Gamble…………………………………………….…………………………...………….2000-2003
Pampers® Production Line Manager (2000-2003; Cairo, Egypt)
Reporting into the Paper Supply Group Manager
Direct reports: Line Production Coordinator x 2, Safety Coordinator, Quality Assurance Coordinator, SAP Coordinator; Total Span of Control: 80; Manufacturing Budget Accountability: $12M
Administered manufacturing activities of Pampers® production managing resources, quality assurance, safety, process reliability, and manufacturing costs. Engaged and trained staff, implemented continuous improvement and IWS (Lean) and accounted for commissioning and qualification of new equipment achieving vertical start-up on all projects launched.
Key Achievements:
? Achieved 89% quality assurance capability for two consecutive years, where P&G Egypt received the pinnacle award for leading the region in such an achievement, 2003.
? Achieved Member of the month and the Creativity Award from Focused Improvement Pillar, 2002.
? Maintained Diapers lines reliability above 90% ranking number 1 worldwide, 2001
? Reduced operating costs, where P&G Egypt was the benchmark for MOE versus similar technology.
? Developed the “New Manager Training Manual,” which has become an integral part of the on boarding of new managers in P&G and gained top management recognition.
EDUCATIONAL BACKGROUND
? Massachusetts Institute of Technology, MIT, Supply Chain Management MicroMasters program, 2018
? Bachelor of Science in Mechanical Engineering- Materials and Manufacturing, the American University in Cairo, Egypt, 2000
Professional Development
• Best Manufacturing Practices and LEAN concepts, JAPAN • Sustainability and Resources Conservation • Quality Assurance • HS&E • Finance for Non-Finance Managers • People Coaching College • People and Communication Skills • Project Management • Inventory Management and Control • Warehouse Management • Rapid Changeover Techniques • Analytical Troubleshooting • Negotiation Skills • Crucial Confrontations • PDCA • Franklyn Covey’s Seven Habits of Highly Effective Managers • Innovation to the Core
Personal Information
Egyptian • Fluent in Arabic and English • Residency in UAE and EU (Spain)