Mohamed Abdel Dayem, MBA

• Managed a plant with annual turnover of 250 MEGP producing more than 100 different products under five main categories; lollipops, chocolates, toffees, bonbons, and gums with all the related functions including production, Maintenance, Engineering, HSE, Quality, supply chain and HR • Increased the plant's production capacity by 95%, from 200 to 390 tons monthly • Recruited the heads for production, Maintenance, and quality departments • Consolidated the company's four manufacturing plants of different locations into one single facility thus reducing the utilities costs by more than 50% and optimizing the headcount by 20% • Managed the Dismantling, transferring, reinstallation, and commissioning of the production lines & equipment of the different plants as per the plan and the prepared layout using the company's internal resources only • Restructured the shop floor teams through hiring the needed technicians and engineers for all departments • Identified the key persons in all functions and applied a retention program to avoid losing the high calibers through salary adjustment, and grading & bonus systems implementation • Launched a de-bottlenecking program to increase the capacity through automating the production process • Introduced the concepts of TPM and OEE to the critical equipment and improved it by 5% through decreasing stoppages time and enhancing the production quality • Oversaw the creation of an ideal BOM for most of the products and initiated a new procedure for raw material issuance and finished goods receipt • Controlled the implementation of food safety, personal hygiene and workplace safety policies

• Managed the Projects, Equipment & Facility Maintenance, vehicles workshop, and utilities departments • Initiated capital expenditure (CAPEX) proposals and provided an engineering & cost benefit input to requests generated by other Departments • Developed project plans including resources, timeline and milestones in coordination with all stakeholders • Managed the Projects budget, expenditures forecasting, variance analysis, and cash flow • Owned and managed the project change control and risk management process • Ensured all contractors invoices are verified before submission for payment • Implemented Total Productive Maintenance (TPM) across the plant • Improved the Overall Equipment Effectiveness (OEE) by 13% • Reduced the Maintenance OPEX and built relevant budget • Maintained plant safety, safe working practices and product quality assurance

• Managed the Maintenance operations for three business sectors (Industrial, Food, & Poultry) including more than 16 sites &7 plants, and 350 engineers & technicians • Built the Group Operational Maintenance Department and provided the technical support for all sites • Restructured the Maintenance Organization across the three sectors and sites • Recruited the needed talents for all positions in the Maintenance departments (Managers, Engineers, & Technicians) • Introduced and applied Maintenance planning, Preventive Maintenance, and Predictive Maintenance techniques • Implemented Oracle Maintenance module • Ensured optimal and efficient utilization of all equipment • Prepared Maintenance Budgets & their revisions (OPEX & CAPEX) • Created Maintenance Costs Breakdown structure and ensured that costs are lined up with budgets • Introduced Maintenance KPIs to monitor maintenance performance and spare parts management • Ensured that spare parts purchase requests are lined up with maintenance needs • Reported Maintenance activities and key performance indicators to the Chief Operation Officer (COO) • Assisted and participated on safety / environmental systems and own related results

• Managed the Preventive Maintenance and warehouse departments of the 5 plants in Egypt • Reduced the inventory value of Suez Cement Group by more than 25% • Reduced Maintenance costs & Built related Budgets and revisions • Developed standard operating procedures (SOP’s) and KPI’s for Maintenance and Warehouses. • Monitored Maintenance and warehouse KPI’s • followed up the execution of plants’ major shutdowns • Trained subordinates and plants’ staff and developed technical key users. • Acted as a country focal point for Property Preservation Program (PPP) and Loss Prevention achieving a continuous improvement in the ranking of the Egyptian subsidiary. • Managed the Material Master Data Management (MDM) project in Egypt in coordination with financial, procurement and IT departments aiming to standardize the material description, unify the codification and identify the duplicates of 170 thousand items. • Ensured sustainable practices of material creation, searching, sharing among the 5 plants and purchase reduction. • Optimized the Material Requirement Planning (MRP) on SAP • Analyzed Purchase Requisitions and Orders on SAP and made sure the requests are lined up with real needs based on manufacturing plan and reservations. • Analyzed and controlled the material movements and inventory levels. • Identified the obsolete material of the group on timely bases and coordinated with the financial and procurement departments for disposal and selling. • Designed, implemented, and applied customized Preventive Maintenance Package • Developed Inspection checklists for all equipment in the 5 plants • Implemented Inspections program into SAP and followed up their execution on site • Implemented and optimized use of Maintenance Notifications on SAP and analyzed major Equipment Downtime • Implemented Equipment BoM for all Plants on SAP • Optimized work orders Utilization and Management • Enforced Planning and Reservation Cycles through Regular work orders

. Managed the Material Master Data Management (MDM) project leading 5 teams of 20 engineers and members from financial, procurement and IT departments aiming to standardize the material description, unify the codification and identify the duplicates of 170 thousand items (Multifunctional project). · Implemented SAP for maintenance budget and preventive maintenance in the five plants in coordination with financial & IT departments. · Achieved higher ranking of the Egyptian subsidiary in terms of Loss Prevention and Property Preservation Program and acted as a focal point for the program in Egypt leading team members from Risk Management (Financial), Technical and HSE departments. · Created and followed up the execution of preventive maintenance programs on the group level of 5 plants · Planned and followed up the execution of plants’ major shutdowns and ensured availability of spare parts · Built Maintenance Budgets and their revisions on group level for the 5 plants · Reduced the maintenance costs based on KPI’s through efficient planning of shutdowns and predictive maintenance · Reduced the deductible of the insurance company by reducing the risk through active and passive protection

· Was a member of a roving team responsible for equipment troubleshooting all over the rig sites · Maintained all kinds of drilling equipment in rig sites & company workshops (Caterpillar engines, draw works, mud pumps, pressure accumulators, choke manifolds and valves…. etc.) . Supervised the maintenance of equipment executed by external companies & workshops . Planned the overhauls and ordered spare parts for equipment in 60 rig sites · Evaluated vendors’ offers and technical evaluation sheets · Improved the overall equipment effectiveness and availability · Created vendors and suppliers database based on quality, price and work duration · Reduced the lead time of receiving the maintenance supplies and services by 25% · Followed up the fabrication of camps’ caravans done by external subcontractors and workshops

. Managed body shop working team of 40 workers and welders. · Organized and monitored the welding work and build of Jeep, Peugeot, Kia, Citroen and Hyundai vehicles. · Supervised the Execution of production process sheets and plans with the required quality aspects. · Launched the Jeep Cherokee (Liberty) in 2001, the Kia spectra and the Peugeot 406 vehicles in Egypt with the American, Korean and French experts. · Improved the defects rate, cycle time and through put thus increased the production by 50% in both Liberty & Peugeot 406 vehicles.

· Honors: Certificate of achievement for high performance and GPA, Certificate of achievement for best business plan · Advanced Courses: Strategic Management, Management Consulting, Corporate Financial Policy, Financial Institutions and Markets, Advanced topics in Finance, Marketing Research, Marketing Strategy, and Marketing Communication