Ubaid Sheikh Email and Phone Number

- Business Development- Operations- Product Design

The role aimed at providing end-to-end fuel solutions to industrial and commercial customers. The position looked after accounts with aggregate revenues exceeding US$100K per day.Converted major spot transactions into term contracts for more effective demand management and long term logistics planning. Developed 3rd party branded distributors for servicing low-volume customers.WWorked with major customers for implementing Fuel Quality Assurance Systems at customers' sites.

StrategyResponsible for Projects Evaluation for downstream businesses in Pakistan and Middle East.Was Commercial Lead for divestment of LPG Business ($6.5 Million). Carried out Financial Feasibility of capital investment for retaining Chevron’s equity in Pakistan Refinery Limited for refinery upgrade and expansion project (US$12 Million). Commercial team Lead for evaluation of asset class conversion of over 30 retail outlets that resulted in cash flow of over US$300K.Pricing : Led the fuels pricing team and advised the management on pricing decisions.Training: Delivered in-house workshops on refinery processes, product specifications and fuel pricing.

(PRL is a 47,000 BPCD Chevron-equity refinery located in Karachi)Primarily meant as a development assignment to provide the incumbent with commercial and technical insight of the refinery, the tenure included following assignments:- Mapping of Crude Distillation Unit- Renewal of Jet Fuel hospitality contract with the Oil Marketing Companies for delivery to Department of Defence.- Understanding of Linear Programming Model at PRL- Develop understanding of specifications & key testing Methods for Fuel Products

S&OP Team Lead: Transformed Demand Management into a cross-functional process. As a resut, Forecast Accuracy went up from 85% to 92% while inventory reduced by 5% between 2007-2009. Implemented the Safety Stock Model that resulted in 20% reduction (YoY) in stockout frequency at key distribution centers.Member of the inter-company team that designed and supervised the implementation of 13-depot transportation model which yielded annual savings of PKR 1 Billion (~US$ 12 Million) to the consumersProcess Management & Optimization: Documented key supply chain processes and cut down the essential processes from 15 to 9 so as to free up resources.

Inventory Planning.Forward planned wet stock at all distribution centers (DC). Developed an Excel based Stock Management and Reporting System for planning and reporting inventory to the management. Managing Procurement & Fuel TradeDirectly involved in procurement of fuels from local refineries in line with Sales & Operations Plan. Managed Diesel imports through Chevron Global Trading as sole cargoes and under Product Exchange Arrangement with Shell Pakistan.By 2008, we had improved our local sourcing to reduce the share of Diesel imports to less than 5% from 20%in 2006. LPG Supply & TradingSecured additional quotas from newer sources to meet increasing LPG market requirement. Developed Exchange Contracts with external players to swap LPG quotas to reduce laydown costs. This resulted in a saving of over US$ 500K in 2007-2008. Business PlanningDuring 2005-2008, developed 3-year business plans for supply and marketing functions in line with corporate strategy with particular focus on optimizing supply chain costs in view of rising competition.

Plastech Autosafe manufactures and supplies automotive parts, especially Seat Belts, to all major OEMs in Pakistan including Toyota, Suzuki, Nissan, etc under license from Autoliv Australia. In addition it is also in business of disposable cutlery and glass and other injection molded parts.My responsibilities included overseeing molding shop production, development of new seat belts as required by OEMs, erection of new machinery.- Designed seat belt for Suzuki Liana, Toyota Corolla, Toyota Hilux.- Oversaw erection of plant for disposable plastic cup in 2005.-- Developed and implemented SOPs for the molding shop production area.