Yousra El Guindi

Leading manufacturing, supply chain, farm and milk sourcing

Nasr City & Menya plants operations head

Customer Service & Logistics director Mashreq (Egypt, Lebanon, Jordan & Algeria) Representative of the integrated supply chain in the Mashreq region and the direct link with the commercial team, overlooking supply and cost compliance, demand planning continuous improvement, as well as customer service and logistics excellence. Overseeing a team of over 100 employees in 4 different countries -Demand & Supply planning: o Forecast error: Improvement of 4% vs prior year & overachievement of 1.1% in Egypt vs target. Jordan & Lebanon forecast error with highest improvement in FE across the region with 26% decrease vs prior year. o Case fill rate: 0.5% improvement vs prior year approaching world class by year end, overachieving vs target by 0.2%.  -Cash flow improvement in terms of days of inventory on hand (DIOH): overachievement of 11 days improvement vs prior year through improving forecast error, FG, R&P material stock monitoring, boundaries analysis & improvement. -Managing distributors stocks: Managed a complete VMI system for 13 warehouses in order to ensure sales opportunities are met on daily basis. DSO (Days of sales outstanding) optimization. Customer complaints reduction & monitroing. Write offs reduction of 35% vs prior year. -Implementation of processes and systems: IBP implementation & cycle improvement. Demand control process management in order to improve short term supply & demand. APO implementation & governance. MBS (shared services): order to cach outsourcing implementation and governance. -Great place to work/employee development: team empowerment and motivation, clear development plan for each team member, strong guidance on ways of working with new hirees or colleagues in new roles. -Cost and Productivity: Overachievement on logistics & warehousing cost productivity (Improved Forecast error, negotiating warehouse rents, recalculating boundaries, optimizing inter warehouses trips, pallets optimization).

ISC Strategy and PMO is responsible for driving the ISC strategic agenda and consistent best practice implementation across EEMEA region, ensuring strong linkages across and coordinated program management to deliver on cost, cash, service and organizational improvement. Supporting the VP Supply Chain EEMEA, w translate the global and regional category, ISC Hub, functional, organizational and CI priorities, into key projects and initiatives, defining priorities and ensuring the delivery of the agenda consistently in all EEMEA geographies. -Managed and successfully delivered the 2014-16 Roadmap for ISC. 2014 targets @>10% improvement on Net revenue/sku. -Managed and ensured a solid ISC KPI reporting process across EEMEA, conducted a KPI country review every month with ISC teams in the countries. -Established the new category ISC KPI reporting model. -Established & conducted the quarterly ISC reviews with the regional and the global team. -Contributed to Supply network design and optimization with Excellence in restructuring and capacity expansion project execution. -Laid out a plan for HC optimization throughout the different plants in EEMEA along with plant heads. -Contributed to CSL org restructuring across EEMEA following the new category model. -Contributed in driving GM across the company up to 40.5% which is 1.3 ppt higher than 2013 Ensure 2.5% Net Productivity in CU1 IBR's across all regions and drive toward stretch target of 3%. leveraging IL6S, CREW, De-complexity/Simplification

E2E is a way of thinking that helps drive growth in the supply chain through decreasing cost or increasing gross profits in order to keep a healthy P&L. Starting from the supplier side and ending at the customer with the final product on the shelf, savings and process improvements are undertaken using different methods like LEAN 6sigma, benchmarking, best practices, … etc. Through the below projects I was able to generate savings ranging from 0.25K $ to 5.5M $ per study. -Lead a number of category specific E2E studies across EEMEA through a group of cross-functional leaders encompassing the value chain from procurement to sales. -Built capabilities across EEMEA to ensure E2E mindset for every day work in order to accelerate the delivery of the E2E agenda. -Audited S&OP cycles in order to spot gaps, was able to increase the forecast accuracy by 5% through relying on the right forecasting methods. -Re adjusted materials sourcing strategies for quite a few countries in EEMEA in order to avoid local market monopolies and poor forecasting of material prices. -Stimulated cost structures for semi-finished products in order to reassess the prices provided by our suppliers. -Designed models for trucks and warehouse storage space optimization. -Audited and improved production to warehouse palletization in order to reduce waste. -Optimized packaging design and configuration in order to induce savings and reduce damages. -Replaced ingredients in recipes for cheaper ones without compromising product quality. -Conducted portfolio rationalization exercise, decomplexity. -Conducted sourcing studies for finished goods. -Reduced considerably sales and marketing spent over POS material by re engineering their designs.

Managed a team of over 30 people across 2 sites, in order to secure raw and pack material as well as production volumes for 4 factories with 4 different categories. Contributed in turning Egypt cluster into a sourcing hub in the CEEMA region. -Improved considerably the S&OP process of Kraft Egypt through better communication and best in class practices. - Implemented & conducted monthly and weekly supply-demand reviews in order to fulfill the business agenda. -Improved KPIs like production compliance and case fill rate through consistent supply. -Planned the capacity of the new hub factory for gum in Alex. -Was able to best utilize the planning resources at a time where we were only entitled to work with half a team instead of a full team due to budget constraints in order to secure the business demand. -Determined the required capacities for the line in order to meet the budget volume. -Worked together with production to optimize the number of shifts/line. -Reduced inventory of raw and pack materials based on optimizing safety stock as well as just in time delivery of materials. -Reduced write offs of materials by 30% through better planning, phase in/phase outs as well as better communication with the business unit while launching new products. -Laid out yearly budget numbers for production volume as well as raw and pack material inventories. -Successfully passed quite a few strict warehousing audits. -All supply targets successfully met throughout the tough time of the revolution and the continuous strikes in Egypt.

Implemented the CSL department from scratch in a newly acquired business in Algeria, starting from S&OP cycle to customer credit management. -Created a CSL department from scratch with its 4 departments, demand planning, customer service, logistics & project management. -Worked closely with sales and marketing in order to deliver the IMS budget. -Implemented the S&OP cycle and trained the team on how to use it as a daily, weekly and monthly cycle. -Implemented I2M process (idea to Market) for launching new products into the markets efficiently and at the right time and cost. -Implemented warehouse quality and operational standards. -Created a system for customer credit check and generation of customer balance statement. -Implemented together with the team a solid forecasting system.

Managed all the stages that a product goes through starting from the marketing idea till it is on the shop shelf with only two direct reports in the team. Managed more than 65 project simultaneously ranging from new product development to quality improvement and productivity projects. Reporting to Customer Service & Logistics Director, worked closely with internal and external clients in order to launch profitable products with high quality. Launched many strategic products in the shortest time and with least cost that significantly contributed to the break even of Kraft Egypt in 2008 after 4 years of financial losses Contributed to the integration between Kraft & Danone in Egypt after Kraft acquired Danone in December 2007, launched a new Kraft product in Danone factory only 1 month after the acquisition took place. Received ABCD award (Above and Beyond the Call of Duty) for launching new products before time and with least cost. Implemented many different processes to facilitate the execution of projects (Data centralization and accessibility, static data administration, informing and communication systems). Succeeded in decreasing projects lead time with 50%. Lead teams comprised of contributors from different departments on different seniority levels. Hired, trained and developed a product change team that undertook project implementations later on

Worked in Kraft Sweden chocolate plant on a special assignment as a Continuous Improvement Engineer in the production area, was responsible for lines performances as well as sanitation. Increased line efficiency between 5 to 15%. Implemented a new system to keep track of the different parameters that vary during operation, which increased the quality if the chocolate produced.

Led and supervised a team of 9 customer service employees working under the umbrella of the Customer Service and Logistics, was responsible for the sales analysis and reporting, replenishment analysis, Key Performance Indicators, receivables and ageing. Helped establish the Customer Service department following the acquisition. Was also the Key User for MFG PRO implementation in the Customer Service Department during the same period. Established a new reporting system to communicate daily, weekly and monthly results to the board of management. Led a very successful MFG PRO (ERP system) implementation in the Customer Service department, performed a gap analysis between ideal and current manual system, established a new cycle for daily work cycle, and trained the 9 customer service employees on how to use the system and the new cycle. (Received the Kraft Function award for the successful implementation).

Worked for Dar-Al-Handasah (Shair&Partners) as a mechanical design engineer on major projects in Egypt and the Arab Gulf region. Designed HVAC, Plumbing, medical gases and fire protection networks, used AutoCad 2004, Building Systems affiliated to AutoCad and many other software packages. The duties included the design, supervision and safety review of mechanical installations, including coordinating and leading a group of draftsmen as well as engineers from other departments, and also solving technical problems and design conflicts. . Successfully implemented projects remotely in different countries like Turkey, Angola, UAE, Kazakhstan, KSA and Qatar, using good communication and strong follow up skills. Worked on major projects such as Jabal el Kalaa in KSA and Dubai Airport in UAE.

-Management consulting projects with Arthur D. Little (study on family business in the GCC), -Management consulting project for Dubai Trade (won first place for presenting best business idea for turning DT from a cost center into a profit center), -HR survey project (Study on the job market in UAE during the recession).