• Led a supply chain team of 102 employees. • Establish and manage optimal end-to-end supply chain integrated processes.• Set supply chain department short and long-term plans. • Work on re-structuring the supply chain department and supervise staff tasks. • Facilitate communication between supply chain team members to ensure efforts are aligned. • Collaborate with other functions across the organization to ensure the successful execution of supply chain support on many… Show more • Led a supply chain team of 102 employees. • Establish and manage optimal end-to-end supply chain integrated processes.• Set supply chain department short and long-term plans. • Work on re-structuring the supply chain department and supervise staff tasks. • Facilitate communication between supply chain team members to ensure efforts are aligned. • Collaborate with other functions across the organization to ensure the successful execution of supply chain support on many integrated efforts. • Develop & govern the Sales and Operations Planning Process (S&OP).• Prepare the supply chain budget, and monitor YTD results. Maneuvering with costs to ensure not exceeding the budget.• Measure supply chain KPIs results VS target; accountable for course correction in case of deviation. • Lean supply chain for less response time and enhanced speed to market. Show less

• Member in the organization executive committee.• Led a supply chain team of 65 employees. • Re-structured the supply chain department; and develop a clear job description for each role. • Formulated a process workflow diagram for the planning, warehouse & logistics department. • Set SMART objectives for all the team members, which contributed in the end of year performance appraisal. • Established KPI’s for the Supply Chain department; with achieving 90% of annual… Show more • Member in the organization executive committee.• Led a supply chain team of 65 employees. • Re-structured the supply chain department; and develop a clear job description for each role. • Formulated a process workflow diagram for the planning, warehouse & logistics department. • Set SMART objectives for all the team members, which contributed in the end of year performance appraisal. • Established KPI’s for the Supply Chain department; with achieving 90% of annual targets. • Created Supply Chain 5-year plan in accordance with the company OGSM plan.• Achieved OPEX saving of 15% VS BGT; which is equivalent to EGP 300K.• Attained 2021 revenue of 122% VS BGT. • Utilized warehouse & logistics manpower that generates EGP 250K overtime reduction while increasing working hours to 3 shifts instead of 1 shift. • Identified core jobs within the supply chain function; to start working on preparing successors plan.• Introduced the Sales and Operations Process (S&OP) within the company, that improved OTIF by 10%. • Assigned the role of the production scheduling to be under the Supply Chain, which improved the production scheduling adherence from 50% to 80% within 3 months. • Slashed direct inventory value by 13 days, which enhanced the CCC.• Decreased SLOBS from 11% to 7% within 1 year. • Created a SLA with the purchasing team that improved the RM delivery adherence by 25% within 1 year. • Implemented 5S for 2 warehouses out of 4 within 1 year: with 5S audit score of 95%• Re-mapped of RM locators to ease access for running items. • Introduced 2 fleet suppliers to have a total of 3, which increased the agility of fleet existence during peak periods. • Maintained a wrong dispatch value of Zero EGP within 2020 & 2021. Show less

• Participated in global sourcing studies by providing input and information to support.• Provided status reports and recommendations for global management team regarding new products / base business projects.• Trained different business functions on the new global End 2 End (E2E) process and monitor their performance to assure its integration within their functions sub-process.• Participated in a global team that developed and rolled-out a SharePoint site to house best practices… Show more • Participated in global sourcing studies by providing input and information to support.• Provided status reports and recommendations for global management team regarding new products / base business projects.• Trained different business functions on the new global End 2 End (E2E) process and monitor their performance to assure its integration within their functions sub-process.• Participated in a global team that developed and rolled-out a SharePoint site to house best practices, templates, training materials, and capability tools for all project managers across the globe. Show less

• Member in EMEA Regional New Product Commercialization Council.• Audited EMEA project managers to confirm the use of the published information and navigate them to close any gap. • Set the production location strategy for the cluster, as well as portfolio strategy.

• Represented the MENAP region within EMEA Business Region Product Supply to ensure the alignment of the region strategies with the International Market Platform strategies. • Identified and managed the launch of new products across region and the phase out’s projects.

• Succeeded in achieving a 140% of the cost saving target with a total annual saving of USD 500K

• Succeeded with the lean team to increase the OEE for the main production line from 65% to 88%

• Managed to reduce the Inventory coverage days from 63 days to 48 days in 2 years with scoring the highest Customer Service level 98% – which is a record for Egypt subsidiary.

• Improved the Case Fill rate from 89% to 96% in 7 months through applying control measures to achieve the daily production plan.

• Provided a Second Level Technical Support to Australian Vodafone Customers in troubleshooting complex issues with advanced third generation (3G) technology applications.

• Created a contractor management system that raised the “Seven Pillar Audit” rating from “unsatisfactory” to “developing”.

• Managed 4 lubes oil transport contractors including safety, organization structure and administration.