The role is to deploy strategy, initiatives, associated activities and roadmaps to drive scale and efficiency and better customer outcomes for the company. This role will direct efforts within the leadership team to create transformative, comprehensive, and self-sustaining operational excellence capabilities and become best in class for delivery, improve quality, reduce waste, and maximize process performance within our operations and manufacturing functions. This will be accomplished by working in close collaboration with functional leaders across the organization to identify, prioritize and implement initiatives to improve productivity, quality, customer service and/or reducing costs and complexity for our operations. Leading teams to embrace new practices, encourage all to lead with a process-thinking mindset and promote best practice sharing across facilities. These best practices will be implemented in a way that empowers employees and creates a high level of personal accountability.Key Responsibilities:• Lead the manufacturing functional network in the Supply Chain of Pharco Corporation.• Lead the development of manufacturing standards, policies, processes, tools and KPIs across our 6 manufacturing sites.• In partnership with IT, lead the development, deployment, and measurement of related transformative programs across operations functions.• Set direction and provide frameworks through which operational objectives can be delivered.• Oversee CapEx and OpEx Spending and budget control.• Ensure approved projects are managed effectively to completion – on-time, within budget, desired scope, with planned benefits attained.• Collaborate and drive change at every level & function in the organization as part of a change committee.• Lead and build a culture of continuous improvement to drive productivity and eliminate waste in the plant network.

Category End to End Planning Manager plays a critical role within Unilever as it sits in the heart of each of our cross-functional business teams. Working with Marketing, Sales, Category Insight, Finance and Factory teams to create the most accurate forecast possible so that we can make the right products in the right place at the right time.Managing the inventory planning, requirements planning, production planning, and material planning with the goal of lowering SC cost an improving customer service.

Managing a team of Demand planners working on a portfolio of 20 brands and more than 60 product groups dealing in 7 countries. Championing S&OP cycle across the company.• Ensure the long term volume forecast is based on the latest category assumptions working with Category Insight and Marketing to build a robust forecast • Manage and nurture the handover from Category owned 5 -18 month volume forecast to Sales Team owned 0-4 month volume forecast • Review the aggregate short term volume forecast and highlight gaps, risks and opportunities to stakeholders• Use functional forecasting expertise to influence, challenge and advise the Sales Team to enable them to build a robust short term volume forecast.• Be an integral part of Innovation teams, to create, maintain and evaluate volume range forecasts including the estimation and evaluation of potential obsoletes• provides input for annual estimate financial plan volumes, updates for the internal operating plans and reporting necessary for scenario planning. • Acts as a focal point of brand execution of sales and marketing initiatives.

Working in a cross functional team, working on a complex portfolio of more than 10 brands and 35 product groups in 7 countries across the Mashreq markets, responsibilities included are:• Cleaning sales history from anomalies in order to generate the baseline for all items, and updating these baselines when necessary.• Forecasting demand using baselines and events’ building blocks such as promotions and new products introduction, insuring demand consensus across SC, marketing and sales functions.• Influencing demand by insuring that the right mix of products is being forecasted• Leading S&OP for my categories from the SC standpoint, balancing demand & supply and insure consensus across all functions on supply and demand plans.• Insure financial plans achievement through managing and prioritizing demand & supply.• Leading the Demand Planning meeting on a monthly basis, and ensuring that the DP meeting minutes and assumptions are documented and shared with the business.• Monitoring category Forecast bias to be within the range of +/- 5% on a monthly basis, and a 0% on a 3 months rolling basis, also monitoring category forecast accuracy to be at least within the 10% improvement range vs. Last year target, while taking all the necessary actions required to reach the target.• SKU reduction/rationalization for categories to ensure quality in our master data and efficiency in the number of SKU for operations.• Being the Champion of the S&OP effectiveness within the MSO.

• To manage every projects that under goes in my site, starting from continuous monitoring of the CPT file which compares the sales forecast with the current capacity for 5 years ahead, decide when we will have capacity constraints, technical and financial study of different offers and quotations to cover that capacity shortage in time, ordering the machines and following up until the commissioning takes place, usually it includes infrastructure work to accommodate the capacity increase. • The other maintenance task is including all the mechanical and electrical maintenance of machines and utilities for the site by managing a team of technicians with certain tasks and targets.• Deploying manufacturing excellence best practices to improve operations’ flexibility and cost effectiveness.

• Insuring manufacturing operations compliance with Unilever’s SHE policy, ISO 14001 and OHSAS 18001, and awareness and compliance of rules and regulations by subordinates to insure a safe workplace.• Insuring manufacturing operations compliance to Unilever’s quality standards and ISO 9001.• Resolving quality defects, and promoting the “Do it right first time” and “Quality by production” mindsets.• Insuring implementation of hygienic design and proper housekeeping according to Unilever’s GMP and GQR.• Participating in HACCP and allergen management committees to ensure consumer safety.• Improving the manufacturing operations cost effectiveness through right labor allocation, minimal production waste, and efficient utility usage in my cost center.• Improving OEE by analyzing downtime losses and eliminating them to insure operations’ reliability.• Insuring TPM implementation in my production area, and championing T&D pillar to develop multi skilled workers.