Asad Ahmed Email & Phone Number

Pakistan

Heading a function with 490 people, covering Procurement, Planning, Warehousing & Transportation enabling revenue of USD 780mio.- # 1 in Nestle to develop & roll-out AI-enabled cameras on transport fleet. Reduced unsafe behavior-based leading indicators by 90%- # 1 in Nestle Asia, Oceania & Africa on Customer Centricity Index through superior service & projects to improve customer profitability- # 1 award in Nestle Asia, Oceania & Africa for ensuring supply despite import challenges via localization, substitution & prioritization- # 1 in Nestle Asia, Oceania & Africa on cost reduction@ 6% in face of +30% inflation & devaluation- Optimized total workforce by 12% & improved gender diversity from 25% to 32% in leadership positions- Reduced Green House Gases by 27% by optimizing vehicle utilization & warehouse energy usage

Greater Accra, Ghana

Leading a team of 35 managers & planners in a matrix org structure for 25 countries, with 11 factories across Centre & West Africa.- Re-structured team to create position laddering/ career paths for talent development. Centralised planning, with right seniority in countries - Lead sourcing change with $400k saving p.a with $600k loss to one business & $1mio gain to another while unlocking 5% extra volume growth opportunity - Delivered a 97% Customer Order Fulfillment rate with +10% volume growth through planning agility & safety stocks revision (Finished Goods & Raw/ Packaging material)- Quarterly review 5 year investment plan based on optimistic, pessimistic & realistic volume scenarios. USD +300mio investment approved for 2023-2024- Brought data driven transparency using Power BI, consolidating 11 data sources & providing actionable info. Demand signal tracker, Daily/ monthly stock availability- Created & rolled-out automated arbitration methodology on capacity constrained SKU considering profit contribution, volume & stock in trade- Established methodology to determine Unconstrained Demand & revamped monthly business meeting structure & contents by benchmarking across Nestlé - Optimized production runs to gain volume & minimize cost: SKU sequencing, labor optimization, phased shutdown management.

Pakistan

5 reportees, leading team of 30 managers & specialists, managing spend of USD +0.5 Billion from over 2000 vendors (60% R&P imported)- Lead Org Re-structure to business partnering model, where internal stakeholders have single point of contact in Proc organization. Transitioned Account Payables, PR to PO, spend consolidation with teams in Malaysia, Switzerland, Egypt & Ukraine- Savings of USD 35Mio, 32Mio, 31Mio in 2018, 2019 & 2020 in face of +12% inflation & +50% local currency devaluation- Initiated Toll Manufacturing of Pulp (bypassing agents), gaining fruit traceability & 20% reduction in overall cost- Spec Benchmarking: identified alternate materials used in different markets for similar applications, generating USD +2mio in savings- Communication Buying: Structured & Benchmarked the scope of work for Media buying (TV & digital), Influencer Marketing, Billboard Media & Creative Agencies with other international & local agencies to achieve savings of USD +6mio in 2020.- Setup co-manufacturing footprint in Afghanistan & exploring options in PK to help launch new products without capex investment- Uninterrupted supply in COVID19: Multiple vendors/ prioritized supply for direct & indirect materials, Localized non-critical machine parts- Organized Supplier Days in Aug’19 to fuel product innovation (3 innovations executed in 2020) & cost optimization based on supplier R&D- People: initiated weekly open-house to coach team SC, Proc & Finance basics, quarterly sports events in 2019 to enhance team bonding

Dubai

Responsible for Planning, Logistics, Procurement & Quality for 4 co-man, 1 Joint Venture & 1 Inter PepsiCo Supply. Leading a team of 4- Aligned & Rolled Out S&OP, increasing Forecast Accuracy from 40% in 2015 to 70% in 2016. 2017 at 90%- Reduced Demurrage & Detention by 30% over 2015 by rolling out daily status report for all shipments through carriers- Improved Customer Filled Rate from 90% to 98% by instilling root cause analysis & aligning customer delivery windows with supply- Delivering Procurement Savings of USD +350,000 in 2017 (12% of controllable spend for Quaker)- Spear-headed 2 New Product Launches & part of team that launched 5 others. Finding co-man to selling SKUs in record time of 4 months

Dubai

Leading a team of 8, who in turn lead over 450 employees. Responsible for 7 warehouses across the gulf. Masafi is the market leader for water in U.A.E1. Reduced inventory differences from 0.23% of total inventory to less than 0.1% by implementing daily stock & cycle count2. Improved the Order-to-Cash process for Oman and implemented inventory controls to resolve inventory pilferage

Pakistan

Leading a team of 7, who in turn lead a total of 52 employees. Responsible for production planning, warehousing, labor planning & operational procurement1. Automating & improving MRP (Material Requirements Planning) Accuracy in SAP from 30% to 75% by identifying and fixing master data issues and better alignment with stakeholders2. Enhanced Safety in warehouse operations by increasing employee participation in reporting near-miss from 2 per employee to 4 per employee 3. Savings initiatives generated USD 350,000 in savings4. Improved weekly production plan accuracy by 3% and sustained results above 96%5. Lead for all communication management during industrial peace crisis (multiple labor strikes) at the factory for over 6 months. Delivered Sales targets by motivating management team to do physical labor & optimizing manpower planning6. Established Supplier Facing Supply Chain (advanced collaborative planning & operations), e.g. collaboration in planning processes for improved supplier service level, Palletized shipments to optimize labor utilization, etc, improved DIFOT (delivered in full, on time)

Bangkok, Thailand

Nestle subject matter expert for fixing capability gaps of markets in Demand & Supply Planning (systems, tools & people soft skills). Developed & Rolled out Global best practices/ tools keeping in view individual market requirements across AOAInventory Optimization Achievements:1. Inventory Reduction by USD 90 mil in 2014 through Data Science on demmurage & detention Big-Data of Ocean Transport2. Reduction of Australia Coffee FG inventory by 6 days by optimizing safety stock requirements and lead time corrections3. Designed an excel based tool (linked to SAP through BEX) to automate the optimization of Raw & Packaging Inventory, with minimal inputs needed by people. This tool is now being rolled out across all Asia, Oceania & Africa marketsDemand Planning Achievements:1. Established demand planning at National & regional level in China - improving the 3 month average forecast accuracy by 9% in less than 6 months after initial visit and training2. Improve financial forecast accuracy of Asia, Oceania & Africa by 3% by establishing a process to aggregate and correlate the individual market submissions of volume & value forecasts.3. Determine base demand forecast in Thailand for key customers 4. Strengthen Demand Planning in Japan - improvement of accuracy in Pet-food business by 15%5. Strenghten Demand Planning in South Africa - improvement of accuracy in entire market by 10%6. Aligned all market Supply Chain Managers on sustainability of SAS & established future of demand planning road map, including establishing the market maturity matrix that outlines which market will get SAS by when.

Nestle Regional Head Office, Bangkok,Thailand

Responsible for:- Single contact point for Nestle AOA with 3rd party vendors Fonterra (New Zealand, Australia), F&N Dairies (Thailand), Vreugdenhil (Netherlands), Hochwald (Germany) & Lakelands (Ireland) – Managing relationship, Defining ways of working & ensuring compliance- Dispute resolution between Nestle IMS markets as well as with 3rd parties – establish accountability for “who pays what cost”- Prioritized Supply per receiving market in case of Supply Constraints to maximize group service level - Organized & Lead 2 ASEAN, 1 African & 1 all AOA IMS bi-lateral meetings every year in different countries to facilitate relationship building, update on projects & enhance learning from each other amongst Nestle markets and 3rd party vendorsAchievements:- Optimized Inter-Market Supply Operations (USD 660 Million per annum) for new launches and existing portfolio for Dairy category for AOA to maximize ROIC – savings in IMS > USD 17 mio- Established joint scorecards between Markets & Key Suppliers to drive improvements – On-Time & in-full Delivery improved from 61 to 84% - Reduced Finished Goods Stock (2012: 23.7 vs 26 days, 2013: 22 vs 25.5 days) with high service level (97.5%) for AOA - Specific Projects carried out with remote + on-site visit and support for Middle East, Indonesia and West Africa- Developed Monthly Operational Review Reporting at Zone – visibility on leading KPIs to guide business decisions- Align factories to have maximum 1 week frozen production horizon, previously at 2/3 weeks locked production– increased flexibility for reacting to business needs & reduction of pipeline & safety stock for Finished Goods- Transparency in QA release misalignment across different markets for similar product categories – overall reduction of 1.2 days in 2012 from QA release time- Demand Planning Improvement Project in Egypt - Planning Accuracy improved >10% in under 6 month

Own and make the 18 month plan with the production & warehousing constraints; driving the capacity analysis; defining stock policy; Utilizing mathematical modeling for optimization; Ensuring monthly/ weekly execution- Lowest inventory (11days) & highest service level (99%) in Asia/ Oceania/ Africa- Transparency of shared dairy filling line capacity to get additional 1,670 tons (8%) of juices (Fruita Vitals) volume – direct translation into growth of category in the supply constraint environment- Enabled scenario planning for different business situations and pricing decisions- translated needs requirement for a Milk Balancing Software to 3rd party for automating planning scenarios; simulation time from 2 days to 30 mins- Managed RP + FG combined inventory for successful new product launches with increased flexibility in supply capability

Demand Planning:- Established process of Demand Planning in Nestle Pakistan- Highest forecast accuracy in Nestle world in 2009@ 85%- SKU-Wise and Channel-Wise forecasting at National level. Key Accounts forecast focused seperately- Established a Learning Log used as a reference for putting facts and figures on the table while forecasting between wishlists of Marketting and Finance- Overcame the change resistance barrier to re-structure monthly business meeting structure to ensure clearly defined ownership & effective decision making - Designed and put in place an Event Manaement Toolkit (Promotion Planning and Tracking tool). Improved clarity amongst all stakeholders which in turn improved overall quality of promos and ensured timely execution- Established the concept and credibility of Statistical Forecasting Models in the market- Pro-Actively acting as the bridge between Marketting, Sales, Finance and Production.Distribution Requirements Planning: - Mantaining daily interaction with transport and DC(Distribution Centre) teams for the seamless exectution of daily inter-DC movement of stock - Optimized the internal shifting plan, resulting in Savings of PKR 6 million. Policy reviewed every six months

Demand and Supply Planning: - Used historical data year upon year rather than focus on last three or four months to identify trends amd forecast better - Analyzed inventory by breaking it down into its components.Customer Service: - Automated most of the manual redundant work by writing macros in MS Visual Basic. Eliminating wastage of one hour per three people everyday and thus increasing effeciency of overall processWarehousing: - Identified the need for rack inspection. It had not been carried out for four years - Automated the stock reprt generation process by writing macros in MS Visual Basic so as to reduce the report generation time by two hoursTransportation: - Assisted in calculations and analysis of Variable Distribution Cost

- Assisted in analyzing and establishing forecasts based on SAP - Gillette region-wise volume analysis of the leading 20 SKUs - Assumptions Repository- Building a learning log for past events - Supply Chain competetive analysis and comparison with GlaxoSmithKline - Report to extract and analyze ‘Non Performing Inventory’