Rauha Hameed

Supply Chain of PARCO, and all its subsidiaries (PAPCO,PARCO Pearl Gas etc) As Supply Chain Head, my responsibilities encompass both strategic and operational aspects of Procurement, Supply Chain, Demand and Supply Planning, Physical Logistics, Contract, Services Inventory Management and Customs of 41500 SKUs, (incl Crude Oil Custom clearance and Export of Furnace Oil). I am looking after Procurement & SC related functions of PARCO, its subsidiaries and major ongoing Projects including PARCO Coastal Refinery (PCRL) and OIT (Oil Import Terminal), PPGL and PAPCO and the upcoming Revamp Project of Refinery and Turn Around 5. PARCO - Pak Arab Refinery Limited Company. Joint Venture between Govt of Pakistan (60%), the Emirate of Abu Dhabi (30% Mubadala Investment Company) and OMV (10% OMV). PARCO owns and operates the largest Refinery in Pakistan (120,000 BPD), and also 2000 KM crude oil, white oil and gasoline pipeline network in country. PARCO in JV with TOTAL (50/50) is the 2nd largest oil marketing company and PARCO Pearl Gas (Private) Limited (PPGL), a fully owned subsidiary of Pak Arab Refinery Limited, is Pakistan’s largest LPG Marketing  Responsible for Yearly Spend Materials and Services 12.5 B PKR.  Manage relations with Govt Authorities/Customs/Banks/Vendors and internal clients.  Implementing SAP4/HANNA and ARIBA. Managed scorecard of the Division and reduced Holding Cost.  Initiated regulatory compliance (Drug category chemicals) by coordinating with Regulatory/Govt Authorities and relevant Ministries.  Designed Dash Boards for live inventory management with synchronized and transparent material flows.  Review procedures, and optimized organization structure for operational excellence. Consolidation of SC Functions like Project Procurement, Hiring of Services and Contracts.  Potential savings of 548 million PKR in procurement of Goods and Services in 2023.  Structural reforms to implement best practices by switching over to Category Management

 Led initiative of Platinum Recovery from Spent Catalyst initiative and led a cross functional team comprising of Technical, Finance, Legal and Supply Chain to execute the initiative which will eventually lead to saving of USD 8 million after materialization.  Led Transformation function in close coordination with Consultant Mackenzie and led process optimization, E2E Planning and scheduling and org culture work streams to maximize cash generation from the core businesses.

Long Term Business Strategies and Development of PARCO and its all subsidiaries, Business Plan/5-year Road Map of PPGL, LPG business from marketing, financial, and operational standpoints where customized solutions were offered for optimizing Value Chain and with following other objectives.  Increased PPGL market share.  Improved Transport Efficiency by 30 %  Focus and expand B2B Business  Managed regulatory affairs for implementing strategy, reactivation of LPG plants.  Designed and implemented LPG Distribution Model for home delivery of LPG  Imports and storage plans  Inhouse manufacturing cylinders feasibility Approved by the Board and implemented

All Corporate Communication and CSR Jobs. Established a department which was a section before I took over as Manager CC&CSR. Strategically developed and drove CC and CSR function by handling Awareness Campaign (Upgradation to Multi-Product Pipelines), designed the Campaign for External and Internal stakeholders. My collaborative efforts for launch of the campaign and leading cross functional teams from Technical, Security and Admin/HSE and NGO HANDS made this campaign a success across the ROW.  Designed framework and developed and designed Strategy of Motor Gasoline Project Awareness Campaign MOGAS (Upgradation to Multi-Product Pipelines) by engaging NGO HANDS across the Right of Way (ROW),  Established Liaison with Govt Agencies, PDMA (Punjab disaster management) and District Management for implementing campaign across Pipe line (WOP&MFM).  Led Hospital upgradation project across the ROW for PARCO & PAPCO & liaison with Health Agencies and Govt Authorities.  Liaison with External and Internal Stakeholders (Govt, and regulatory authorities) for Legislation on MOGAS, Campaign and CC & CSR activities.  Enriched commencement of dual product movement (Diesel & Motor Gasoline). Also established following other than routine responsibilities. 1. Hiring of PR Agency 2,New CSR Avenues across Parco Pipeline from Karachi to Machike 3.Worked with "Ehsaas" Program for CSR Projects 4. Company websites and Logos updating 5.Managed sponsorship to external and Public and Private organization under CSR Programs 6. Coordination with media agencies. 7. Various initiatives for employee engagement internally 8. Issuance of motivational publications internally. • Coordinated for Hospital Upgradation Project alongside PARCO & PAPCO Pipeline • Managed Awareness Campaign with NGO “HANDS”

•  Led Procurement and Services during Turn Around 4, local and imports, established critical item Inventory levels, and warehousing and logistics strategies.  Analysed trends in overall Purchasing and Vendor pricing & financial impact of pricing.  Identified potential cost savings areas & rationalized inventories • Manage Inventory levels, data accuracy and stocking strategies. • Analyze trends in overall Purchasing and pricing • Identifying potential cost savings areas

 Designed Logistics and SC strategy to maximize the process efficiency and profitability.  Fleet and Transport Management: Introduced new vendors in Transportation of LPG for Secondary and Primary Transportation.  Improved Value Chain and Transport efficiency of LPG, Procurement of local and imports.  Established dashboard/ KPIs and monitored financial and operational performance. Evaluate vendors and negotiate contracts

 Established Sewing and Display Center for under privileged girls of surrounding area of Refinery (by collaborating with TEVTA and Govt Agencies) despite overseeing all HR functions.  Designed& Established Centre of Excellence at Refinery, a training and development HUB for new Engineers and Technician and developed customized Technical and Soft skills training.  Handled litigation cases successfully for Industrial Relations with four lawyers.  Established links and relations with Community and Govt stakeholders for CSR activities.  Led a team of doctors and nurses by doing Hospital management of Refinery. Hiring of Service Provider Staff. • Managing Industrial relations, managing industrial peace, handling legal matters of the Refinery. • Managing activities under CSR Program including set up of Sewing and Display Center for training of under privileged girls of the local inhabitants. • Benchmarking Studies • Supervising HR and Medical Staff including 4 doctors, 2 lawyers, 100 trainee engineers (for the initial period of one year of training) and 7 MBAs as well as all para medical staff at the hospital were reporting to me. • Coordinating School Board and managing School affairs within the housing colony

 Led Talent Management & Succession Planning, Org Development, conducted 360 Feedback for Top Tiers of Nestle. Worked with Consultants on job classification and design.  Introduced and prepared HR Policies “Workplace Harassment”, “Medical Policy” etc. Organizational Development, Performance Management and TNA of Supply Chain management Staff, Conducted 360 evaluation for employees. • Prepare budgets and schedules for various training programs and projects. • Organize customized programs on Soft Skills and coordinate with external Training Institutions. • Prepared & Launch new HR Policies “Dignity at Work” (Work place harassment) & “New Medical Policy” across the board (all divisions of Nestle Pakistan). • Conducted Employee Opinion Surveys “Nestle & I” and shared the results with all employees. • Organize SHE training at all locations of Nestle Pakistan Limited. Especially at Distribution Centers. • Arrange customized training for High Potential Employees. • Handling Continuous Improvement projects & Cost Initiatives

 Implemented Change Management & Transformation, Talent & Performance Management,  Restructuring & Job design with the help of the Consultants Korn Ferry and Mercer.  Designed Job evaluation and performance assessment tools, Prepared HR Policies, Set up Day Care Centre & Assessment Centre for Recruitment Prepared & Launch new HR Policies “Dignity at Work” (Work place harassment) & “New Medical Policy” across the board (all divisions of Nestle Pakistan). • Organize SHE training at all Nestle sites including Distribution Centers.

 Designed and managed whole Value Chain (operations, procurement, transportation, warehousing etc,) of outsourced functions. Contributed towards 42% increase in manufacturing capacity. Led team of 337 at six distribution Centres of NPL to manage Supply Chain (E to E).  Reduced Structural Cost by 40% through Automation / Palletized shipments.  Complete restructuring of SC and Procurement as per the need of the business with 18% reduction in the Variable and Fixed distribution cost.  Led merger and acquisition of AVA and Fontalia brands of water with Nestle Pure life for Nestle • Manage hiring of permanent staff of NPL and contractual staff with third parties. • Extended support for development and coordination of warehousing and engineering projects leading to 4 million PKR savings. • Established SOP’s for 3 PL Operations. • Oversee destruction/incineration of expired food products with third parties • Led non-conforming goods Warehousing in Pakistan at all sites. • Oversee Warehouse and Distribution management of non-conforming goods.

Responsibilities include achievement of profitable sustainable growth with special focus on Export. Administrative and functional control of regional matters, development/ implementation of business plans/initiatives. Achieved 40% Growth through revamping the regional systems/team and distributors and effective control of Total Trade Spend, FOE, Cost to Serve and Product Mix Export to UK, Egypt, Hong Kong, Singapore, UAE, Afghanistan and Central Asia.  Attained profitable market leadership in Afghanistan and Central Asian markets, prepared financial feasibility, market strategy and managed product portfolio, media campaign, merchandising and Sales Force.  Serviced Distributor Partners in Afghanistan and Central Asian states to achieve Sales volumes.  Gained market share improvement of 5% in a highly competitive market.  Supervised product planning, distributor support (merchandising, promotions, pricing) and advertising.

 Acted as the main driver of Operation Excellence (Cost Saving). Implemented Balanced Score Card KPI, s across Nestle Zone AOA (Asia, Oceania and Africa). KPIs of Nestle Pakistan were among top 3 markets of ZAOA. Introduced E-Procurement & E-Biding under Operational Excellence.  Developed MBS-2014 a 10-year roadmap (Business Plan) with financial outlook for sustainable and profitable growth for Nestle Pakistan Limited  Led 850 Mio pkr cost reduction projects by utilizing Operational Excellence Tools  A periodical systematic review of Working Capital using Unbundler (FG) and (R&P)  Led Nestle Business Excellence, monitored Financial and operational performance while leading organizational Transformation projects KEY achievements were SAP implementation & 10-year Roadmap (master business strategy/MBS 2014) for sustainable and profitable growth

• Ensured credible and authoritative market driven Sales plan & Production plan. • Maintained learning log and introduced system based forecast generation in BPCS environment. • Worked on alignment of Demand & Supply planning with other segments of Supply Chain to meet the demand of Sales. • Driving MPS and MRP  Procurement, Inventory Management, Vendor Development, Sourcing. Plant Capacity utilization plan for future Technical Investments.  Budget responsibility of 3.2 billion PKR annually with focus on00 VDC, FDC and Working Capital.  Led Demand & Supply, Distribution/Warehouse (FG and R&P), and Logistics.  Reduction in Working Capital from 1.2 bio p/month to 230 mio p/m. Stock covers reduction from 60 to 15 days.

 ESTABLISHED WHOLE VALUE CHAIN/SUPPLY CHAIN OF NESTLE PAKISTAN.  Production & Material planning of, Procurement (long term plus short term including imports).  Inventory management of R&P and Finished Goods and Warehouse management.  Transport Optimization: by 30% through multi drops. Use of Route planners to reduce cost and improved safety. Budget responsibility of 5.3 billion PKR annually. Production planning/Fresh milk planning and material planning for all factories of Nestle Pakistan Limited. Manage and monitor Suppliers performance. Coordinate with Marketing Sales & Milk collection to execute production plan MPS & MRP Establish minimum and maximum stock level. Introduced and developed new Suppliers for packaging material to reduce dependency on major Suppliers. Establish KPI, s Planned and arranged workforce and contractual staff as per production plan

Secured 3rd position in regular class of Mphil