Dubai, United Arab Emirates
Senior Supply Chain Leader with 20+ years of experience in end-to-end (E2E) supply chain management across FMCG and manufacturing industries. Proven success in driving large-scale transformations, implementing S&OP/IBP processes, and delivering significant cost savings and operational efficiencies in both B2B and B2C environments. Recognized for a global perspective shaped by multinational roles and assignments across Turkey, Tunisia, Germany, Azerbaijan, and the UAE—known for cross-functional leadership and aligning supply chain strategies with business goals to drive measurable results through collaboration. • Area of Expertise Supply Chain Strategy & Transformation, Supply Chain Management, Supply Chain Optimization, Integrated Business Planning (IBP), Sales & Operations Planning (S&OP), Supply Network Optimization, Logistics & Distribution Management, Warehouse Management, 3rd Party Logistics (3PL) Management, Supply Planning, Capacity Planning, Production Planning & Scheduling, Inventory Management, Demand Forecasting & Demand Planning, Customer Service, Procurement & Strategic Sourcing, Materials Management, Operations Management, Purchasing & Supplier Relationship Management, Business Process Improvement, Project Management, Advanced Scheduling & Optimization Systems, Data Analytics & Supply Chain Intelligence, ERP Systems & MRP
(Part of Albatha Group; frozen foods manufacturer; ~500 employees; also managing International Beverage & Filling Industries LLC (IBFI) – beverages division, ~300 employees) • Led demand planning, supply planning, warehousing, logistics and customer service functions, designing and executing an end-to-end supply chain strategy for the Frozen Food and Beverages business units. • Increased Forecast Accuracy (FA) for both categories by over 20%, reaching ~75% accuracy through collaborative forecasting and refined demand management. • Coordinated weekly reviews of Slow-Moving and Obsolete (SLOB) inventory and initiated cross-functional actions, reducing SLOB levels from 20% to under 2%. • Executed the in-housing of distribution operations for the Frozen Division while ensuring 100% compliance with food safety and regulatory standards. • Enhanced demand & supply initiatives; reconstructed inventory management and replenishment strategies, which lowered Finished Goods (FG) Days Inventory Outstanding (DIO) by ~50%. • Cut Raw Material (RM) inventory by 40%; combined with the enhancements in FG and SLOB inventories, this led to the elimination of 95% of 3rd-Party (3PL) cold storage expenses. • Lowered total distribution and transportation costs by over 15% through effective logistics and distribution management, focusing on fleet/vehicle utilization, routing improvements, and optimizing order frequencies and quantities.
(Azerbaijan's largest food producer and exporter; ~12,000 employees; diversified operations in food production, retail, and agriculture) • Formed and directed the Central Planning Team (20+) of Azersun FMCG Group, enhancing Demand & Supply Planning processes across 10 distinct food and non-food categories. • Led the implementation and enhancement of the Integrated Business Planning (IBP) process, coordinating all sub-processes and ensuring seamless information flow across departments (marketing, trade marketing, sales, production, finance). • Facilitated effective value chain management for a multi-category, multi-channel (traditional, retail, HoReCa, e-commerce) business with revenues exceeding $0.6B through the IBP process, resulting in significant improvements in overall company KPIs. • Identified budget gaps and opportunities, drove actions within cross-functional teams to align with business strategy and objectives, resulting in successful strategy execution and sustaining ~6% yearly revenue growth. • Initiated periodic Stock Keeping Unit (SKU) reviews, enabling portfolio rationalization of ~10%, stronger contribution margins, and better alignment with targeted revenue goals. • Implemented the ForecastPro statistical forecasting tool, ensuring a robust demand forecasting and through collaborative demand review, improved Forecast Accuracy (FA) by ~20%, reaching 75%-80% across all categories. • Minimized stock-outs to below 0.5% from 4% while decreasing FG inventories by over 10%.
(Global FMCG company; ~17,000 employees; operates 36 plants in 17 countries; product categories: baby care, feminine care, hygiene, tissue, detergents; brands include Molfix, Molped, Papia, Familia, Bingo) • Coordinated global Demand and Supply Planning teams and end-to-end planning activities across six countries, supporting a ~$3B business. • Played a key role in CAPEX initiatives that reinforced the supply network and enabled market entry and successful product rollouts. • Strengthened the S&OP process to align demand, supply, and financial forecasts, established standardized metrics across sites, and supported international logistics and global distribution network initiatives contributing to ~15% YoY growth. • Digital transformation/Automation (SCM / APS software project management): Demand Planning Software (SO99+) and Capacity Planning & Production Scheduling (ICRON).
• Directed the Demand Planning Team in refining forecasting processes through close collaboration with commercial teams, attaining 75%–85% accuracy across all consumer goods categories and maintaining forecast bias within ±5%. • Shortened the cycle time for product launches by an average of one month by strengthening the integration of New Product Development, Demand Review and Supply Review processes.
• Managed the Supply Planning Team (10+) and VAS (Value-Added Services) Operations Team (50+), driving supply planning activities and leading VAS operations. • Played a pivotal role in the implementation of the S&OP processes and held full accountability for the monthly Supply Review Process for a complex and agile supply chain. • Reduced overall inventory by 10% while achieving a 15% increase in order fulfillment rates and maintained Case-Fill-Rate (CFR) above 97% across all categories.
(Global snacking company; ~16,000 employees; operates 27 factories in 11 countries; brands include Ulker, McVitie's, Godiva) • Managed the Supply Planning Team and streamlined the end-to-end Supply Planning Process for Ulker Chocolate Category in Turkey, influencing revenue streams of approximately $1B while facilitating the implementation of Integrated Business Planning (IBP) practices. • Achieved a 23% drop in packaging materials (PM) inventory, and a ~15% cut in finished goods (FG) inventories, while reducing stock-out rates from 3% to below 1%. • Optimized planning processes and capacity utilization; collaborated with production teams to reduce setup times on major production lines by 20%, improving production efficiency and driving significant cost reduction. • Overachieved performance targets for freshness, shelf life, inventory turnover, and slow/non-moving stocks while ensuring product availability.