Description
Career Summary * Jasmine Water & Beverages Factory - Emaar Ar' Riyadh Investment Company - Riyadh, KSA PROJECT MANAGER / GENERAL MANAGER - (10/2016 to present) - Consultancy I am back to Riyadh Kingdom of Saudi Arabia, on a consultancy bases as a project manager/general manager for establishing a State of the Art Drinking Bottled Water Manufacturing Plant. The project is owned and financed by a reputable Saudi Family. The project starts from green field site, with an allocated budget of USD$50MM (Fifty million USD dollars) * Schneider Electric, Egypt & North East Africa - Badr City, Egypt INDUSTRIAL VP - (07/2014 to 06/2016) Manage the Plant (EP-Badr) and Distribution Center Operations and ensure the Quality, the Service level, the cost and the Customer satisfaction for all equipment manufactured in plant, and products distribution for the local market and oversea markets. Manage & develop the different departments (12 Direct reports) in term of industrial competencies by coaching the resources. Develop the plant as a Global Factory in line with Schneider Electric Industrial Strategy. Develop the Distribution Center as a Global Entity in line with Schneider Electric Global Supply Chain Strategy Ensure strong communication between the plant / Distribution Center and the different internal & external actors. Support & develop the business by supporting the front office / sales workforces, by developing strong customer oriented culture within operation teams. Major Achievements: * Achieved 27.5% Sales growth in 2015 vs. 2014, and 26.5% Sales growth in 2014 vs. 2013. Two consecutive years of robust performance and achieving greater results * Direct export sales in 2015 @ 20% vs. 10% in 2014 * Improvement in Profit Margin by 4 points in 2015 vs. 2014, and 2 points in 2014 vs. 2013 * Savings of 6.8% on material purchasing vs. 2014, and 7% in 2014 vs. 2013 * Significant improvement in labor productivity * Reduction in Inventory days by 20% * On Time delivery of Equipment / Products at 99.4% (OTDS) * On Time offering for Simple & Complex projects at 99% success rate * Improvement in Logistics and Transportation Operation (lead time, response, and processing cycle) by 18% vs. Prior year * Successful industrialization of ne MV ranges for competitive offering to the market need * Lean Manufacturing, Six Sigma, and 5S all in place, with sustainable performance * Achieving and exceeding all Schneider Electric Industrial / Global Supply chain KPI's * Passing and exceeding all customer audits with great results * Passing and exceeding Schneider electric audits, Industrial, Financial, Controls, Quality, Health, Safety, Environmental, etc. * Best performing plant in the Cluster for 2014 & in 2015. Two consecutive years of successes, robust performance, and improvements * Optimization of Manpower and sizing * Implementation and in place, Succession Planning and People Development and training Programs * Achieving 83% Customer Satisfaction Rate, 4 points improvement vs. 2014 (79%), and in 2014 17.8% improvement vs. 2013 * Emaar Ar Riyadh Investment Company - Riyadh, KSA PROJECT MANAGER / GENERAL MANAGER - (04/2014 to 07/2014) - Consultancy Was in Riyadh Kingdom of Saudi Arabia, on a consultancy bases and as a project manager and prospective general manager for establishing a State of the Art Drinking Bottled Water Manufacturing Plant. The project is for a wealthy Saudi Family, and it is a green field project with an allocated budget of USD$50MM (Fifty million USD dollars) * Contact Group - Cairo, Egypt - http://www.cg-eg.com OPERATIONS DIRECTOR - (10/2013 to 04/2014) Managing the day-to-day activities of two foam plants for packaging, insulation materials, materials used in construction and buildings industry. In addition, a third plant for Bitumen insulation materials. The total operation annual turnover is around USD 80MM. * Ensuring all financial targets are met about, revenue and manufacturing cost * Cost Control Profit and Debtor Management * Maintaining customer satisfaction as per set targets * Ensuring business is operated at the highest standards in line with company mission statement and values * Maintaining all departments to operate within agreed budgets and achieve agreed targets. * Implementing cost control system, achieving operating costs are consistently in line with focused revenue * Fostering innovations and lead product development project for value creations for both customers and company * Platinum Projex / Canamglass Consultancy Firm - (Global) CONSULTANT / PARTNER (3/2012 to Present) Consultant in Business Transformation, Management of Industrial projects, Procurement of glass bottles, bottling equipment, etc. Managing sales & distribution division and achieving greater results, optimization sales marketing equipment placement and maximize utilization. Sound, and right selection and robust optimization of bottling lines equipment for various projects and in different environments and geographies, procurement of packaging materials, supply chain services, and logistics. Plants & Operations management consultant, project management and cost reduction, savings and avoidance capturing and materializing opportunities. * Frigoglass Company, Lagos, Nigeria - Glass Operations Division, AFRICA & MIDDLE EAST Spearheaded strategic planning and operations for two production plants specializing in container glass (largest of its kind in West Africa - 600 tons daily, two plastic manufacturing plants, a Crown plant, and an ICM (coolers) manufacturing plant. Nigeria Operations unit was comprised of 1,600 employees. NIGERIA & MIDDLE EAST OPERATIONS DIRECTOR / BETA GLASS MANGING DIRECTOR/ BOARD MEMBER (3/2010 to 2/2012) Directed manufacturing, HR, commercial, finance, supply chain, and PR teams to achieve objectives in areas of budgeting, P&L, volume growth, profits, market share, innovation, and productivity * Working of the Board of Directors of a publically listed entity (Beta Glass PLC), to dealings with the Federal Government, Nigeria Stock Exchange as well as a host of other domestic and international stakeholders * Led generation of 18% of annual sales revenue for Frigoglass International ($10M+ per year) * Catapulted performance to achieve superior profit levels totaling over $50M. Turned over glass business worth of $150M from total Frigoglass Company turnover of 500M Euros * Provided a positive impact on the performance of the Business unit and I coached my team to achieve two consecutive years of high single digit growth in a largely flat market * Focused the organization's resources and capabilities to deliver tangible value to the customer base (The Coca-Cola Company, Heineken, SABMILLER, DIAJO, PZ, et. .) by taking the glass bottle light-weighting efforts to the next level (soft drink and beer segment) * Successfully launched a Magnum bottle for a major international brewer (HEINEKEN) * Through my customer business understanding, good interface skills and unwavering commitment, I was able to generate a competitive advantage as it has resulted in increased share of business with major accounts * Also, with my team we upgraded the Crowns facility adding promo capability and reached new heights in production throughput at crates * In the functional leadership area, the team improved production KPIs, successfully completed a transition to defined contribution pensions system and concluded a manpower rationalization program, upgraded the ERP system and processes in finance and rationalized the supplier base * Played a pivotal role in expanding the Frigoglass Glass footprint outside West Africa through the acquisition of the state-of-the-art and highly rated Jebel Ali Glass in Dubai, UAE * After that acquisition, Frigoglass moved from a regional supplier (West Africa) to a Global supplier, reaching out to All Africa, ME, Asia, Europe and North America * Directed the combined glass operations, of Nigeria and UAE. Directed the sales and marketing team in Nigeria and UAE with strong focus on meeting objectives in areas of business growth, profits, market share, productivity, and budgeting * I successfully addressed issues that emerged following the ownership transition at Jebel Ali including pricing, quality challenges, utilization, savings and innovations 25 years (1985 - 2010) of Sound Experience, at The Coca-Cola Company (Atlanta, Toronto, Casablanca, Algeria, Bahrain, Egypt, Saudi Arabia, &UAE) * The Coca-Cola Company, Atlanta, Georgia GLOBAL PROCUREMENT MANAGER - Glass Packaging (9/2007 to 2/2010) Orchestrated global creation and launch of CEPG Glass strategy and negotiation process for the Africa and Eurasia markets. Cultivation of key supplier relationships & innovations, through supplier's management programs. * Delivered $3.5M in Procurement Value Creation ('09), $2.6M ('08) and $2.3M ('07) * The Coca-Cola Company, Toronto, Canada STRATEGIC PROCUREMENT MANAGER - Glass Packaging (1/2004 to 8/2007) Served as a leading strategic force of CEPG Glass procurement strategy for Africa region. * Delivered $3.4M in Procurement Value Creation ('06), $5.3M ('05) and $10.6M ('04) * The Coca-Cola Company, Casablanca, Morocco / Algeria, Algeria DIVISION STRATEGIC PROCUREMENT MANAGER (8/2001 to 12/2003) * Delivered $5.3M in Procurement Value Creation ('03), $5.0M ('02) * Secured over $3.4M worth of savings in packaging materials, sugar, and equipment purchases with establishment of Bottler's procurement department in Algeria (Fruital). Coordinated logistics and supply chain operations within this site * The Coca-Cola Company, MENA Division, Manama, Bahrain STRATEGIC PROCUREMENT MANAGER (8/2000 to 7/2001) * Achieved $12.6M worth of savings and cost avoidance through strategic procurement * The Coca-Cola Bottling Company of Egypt, Cairo, Egypt GROUP TECHNICAL AND OPERATIONS MANAGER (12/1998 to 7/2000) * Plants Optimization from 19 bottling plant to 11 plants in three years * Improved bottom line, production, and product / packaging quality while slashing costs across 11 plants (26 bottling lines) through strategic leadership, planning, and resources management * Directed attainment of business plans and corporate objectives through strategic management and motivation of TCCBCE Technical and Operations Department * Enhanced performance in areas of production planning, logistics, and supply chain management with creation of computerized data management system * The Coca-Cola Bottling Company of Egypt, Cairo, Egypt GENERAL MANAGER - KALIOUB BOTLLING PLANT (1/1997 to 11/1998) * Led sales, marketing, finance, production, logistics, and HR teams among others to surpass profit targets and grow market share by 1.5% * Achieved year-end closing with zero outstanding receivables in trade with the establishment of finance control system * Launched TCCQS and secured qualification for phase II * The Coca-Cola Bottling Company - Various Locations Various Managerial Roles & Achievements (6/1985 to 12/1996) * Successfully launched first NRB Contour 250 ml bottle in the Gulf Region following 15 years of Coca-Cola boycott * Generated over $450K worth of equipment savings through analysis, modifications, and negotiations. * Served instrumental role in market share acquisition through development of highly successful glass procurement plan for Joint Venture (privatization) * Key contributor to planning and establishment of new Coca-Cola plant through strategic management of civil, electrical, and mechanical project plans * Generated major savings projects focused on retrieval of excess RB glass float from market. Project saved 200,000 cases of returnable glass at $500K value * Facilitated strategic planning, monitoring, and reporting with development of Core Report encompassing production, inventory, and sales information
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