Faouzi K. Email & Phone Number

Dubai, Ae

United Arab Emirates

Support the region ambition in capturing growth , working with transverse cross-functional teams on transformational supply chain and logistics projects : Lead the design , set up and deployment of the first ever service offer to OEM in DFS road transportation mode export from Europe to Morocco. accompanied the set up of the Morocco agency organization, ensuring smooth ramp up of the team operations. Accompanied the transformation and the change around the deployment of a new ERP in Algeria and Morocco commercial agenciesFacilitated the acceleration of our ambition to be a data driven Supply chain by initiatives like collaborative replenishment and end to end SC dashboards with PowerBI solutionsDeployed the first Digital track and trace solution within the group , A customer co-designed application making it easy to work with and at Michelin. Prepare the future of AIM Supply chain , working closely with central teams to design the future service offers that will be rolled-out to answer current customers pains in terms of lead-time and service level.work closely with Group SC Quality function on drawing AIM region quality ambitions for SC and log perimeter and bring it to the next level in terms of promise to customers deliverables

Dubai / United Arab Emirates

Supervising Marketing operations for GCC countries ( Oman, UAE, Kuwait, Qatar and Bahrain ) , within an importer model organization , in charge of building annual budgets ( Sales plan, Margin , NAR... ) and support to sales director for business steering ( business reviews , animations budgets, campaigns building and validation, ...)In charge of value management and pricing strategy. Promotion and channels animations covering sell-in and sell out promotions , product launches . Brand and communication management, CSR activities ( partnering with Local official bodies ) Key achievements : @2017 FY we performed better than market cross LPs - Focus on value pockets PPL niche and 18"+- SOM : TC + 3%: sustained position @ + 0.43pts vs 2014 ( Market@ +1.5%) 18"+ +14% : growth vs 2014 ( Market @+8%) PL +11% Growth vs 2014 ( market @ - 12%) PPL +95% growth vs 2014 ( Market +5%) - Campaigns and animations budget : -2.5 M Euros / year (vs 2014) achieved with disruptive sell in -sell out campaigns between Q4 and Q1 each year to offset DOT liquidation effect.

Algeria, Algeria

Member of the Leadership Team, Leading a team of 40 Michelin employees and 50+ externals. 2 Supply chains activities , industrial and commercial with import and export flows adding to the local downstream distributionA Challenging perimeter for SC operations , 100+ M.Euros activity in a volatile environment , but a tracked record in efficiency and agility with Log cost / Nar @ 4.5% thanks to a continuous progress and lean approach supported by an engaged teamIn 2013, reorganizing Operations in Algeria with a change of Access model, SC-L perimeter was the most complex brick of the reorganization plan, and was successfully accomplished with a major focus on People

Algérie

In charge of building a dedicated Up-stream supply chain and logistics organization for the Factory ( semi-finished , spare parts , raw materials ) leading a team of forecasters and logistics professionals , and managing outsourced storage and transportation contracts. lead a project aiming to optimize and lean the import flows impacting directly the production costs by reducing 2 Million Euros / year to the cost of semi-finished products ( - 30 % of log costs ) Key Takeaways : End to End process review and partnering with suppliers to find Win win solutions

Algiers, Algeria

n charge of managing the warehouses operations ( Industrial WH , Local DC , Export DC ) , and the downstream distribution to Algerian customers , in figures : - HC : 28 people Michelin / 3 shifts organization- 50+ people external resources ( outsourced WH ,Transportation and manpower )- Tonnage manipulated / year : ~30 K t in / Out - 500+ SKUs active stocks / 450+ active customers main achievements : - People : Safety @ zero accident during 3 years Team development through mentoring , training and development of skills. Creation of new roles and Internal promotion within the team Internal promotion of team leader and platform managers. - Organization :modernized WH management using the full capabilities of the ERP activity steering and Budget planning ( Dashboard and KPIs ), helped into passing the X0 of the new platform project ( reduction of non added value flows and their related costs ) New logistics setup after the reorganization project : platform for downstream distribution with no negative effect on Headcounts and operating budgets.Customer : - Close collaboration with Sales teams and shared KPIs for IN/OUT planning priority management.

Algeria

In charge of product marketing B2C - B2B for Algeria territory - Achieved building of first DUS ( Usage and severity mapping ) for passenger car tyres and Truck and Bus Tyres , outcome of the study helped opening the right product portfolio ,- Making our CPK reference in the market backed by performance follow up . built the first QTB ( end of life and scrap analysis ) database - Provided training to salesforce and customers - Supported the retread workshop project - Build the first Product screening for TC , database from OE fitments of 5 years Brand New market sales.

Algeria

in charge of reconquest Michelin business after years of commercial absence, challenge was to identify and recruit potential partners and setup a retail network with the best players of the marketplace , in addition to promote Michelin Multiproduct lines offers to End users build long term relationship , nurture loyalty and capture the demand