Gamal Zohdy

• Responsible for Egypt and Saudi Arabia supplier base of cocoa, dairy and flexible packaging with total annual spend of USD 75 M. • Factory management team member for Saudi Arabia plant representing the buying operations function. • Ensure supply security for all factories as per established KPIs by the relevant stakeholders. • Ensure excellent execution of the global/regional category strategy and lead COGS programs regionally. • Plan forecasts and assist in inventory management with planning teams. • Lead the development and execution of the local COGS initiatives and specs changes. • Generate, plan and lead cost-optimization projects that address localization for the site. • Building the annual operating plan for the region. • Provide commercial leadership to help resolve supplier’s issues and non-conformances. • Represent the function in the activity management process and handle all materials for new innovations.

Responsible for 30 raw materials suppliers in terms of quality assurance, compliance to Mars standards, supplier development and supplier relationship management. • Co-piloting the strategic sourcing and buying operations teams in the business operating plans, implementing value creation projects and dual sourcing initiatives. • Leading supplier performance reviews and continuous improvement projects. • Performing suppliers’ audits with the scope of FSSC 22000 to make sure supplier process and products are complying to Mars standards. • Developed more than 10 raw materials suppliers so that they are able to supply Mars with critical materials. * Debottlenecked the wheat flour supply to the Egypt factory and sugar supply to the Saudi factory.

Led a team of 25 associates and 75 contractors to manage a scope of 3 production lines with a capacity of 18 tons per shift. • Implemented an ERP system currently used along with the creation of the current material handling process for the site. • Responsible for achieving all lines KPIs such as production volume, adherence to production plan, safety, quality, food safety, process capability and conversion cost/ • Developed the shift associates by coordinating training, assignment and ownership programs. • Conducted team meetings to enhance team building and engagement. Identify issues with engagement and follow up on agreed actions with the team. • Led value creation initiatives through lean thinking which led to cutting costs by more than 1 M $. • Made a turnaround in the engagement and development of the team achieving a 98th percentile “Gallup” engagement score.