Ahmed Helal

Head of Supply Chain, S&OP, Logistics & Operation Excellence Director
With 20 years of experience in the field of food and beverage.
9 of which working in the Saudi market.
I was assigned multiple roles at NADEC Riyadh as The Sales & Operation Planning Director leads all
planning departments, the Fleet and Warehouse (Logistics) Director, and Operation Excellence Director.
I have solid experience in Customer Solutions & Customer Experience as I held the role of Customer
Solutions Director at Starlinks, Customer Experience Director at Baja Food Industries
I was Supply Chain Manager at Procter & Gamble for 11 years.
I am leading the Supply Chain Now in Nada Dairy as Head of Supply Chain leading Planning,
Warehousing, Inventory Control, & Transportation departments.
TASKS AND RESPONSIBILITIES
• Leading coaching & and developing Leaders
• Demand Planning & Forecasting, Supply Planning, and Inventory management & Control.
• Material, Production, Inventory, and Initiative planning
• Warehouse Management Solutions/Systems
• Manage Logistics & Transportation of primary and secondary distributions (B2B & B2C)
• Managing Supply Chain Budget.
• Milk and cream management, Fresh and long-life production.
• Managing portfolios of over 250 SKUs end to end.
• Call Center management.
• Consumer complaints handling
• Loyalty Program Management.
• Manage On-Shelf Availability (OSA) and in-store execution audits, along with Retail mystery
Shopping projects.
• Manage Major KPIs including customer Acquisition cost, Customer lifetime value, Customer
Service Level, Customer Satisfaction, Consumer complaints reduction, OSA for traditional and
Modern Trade, and route compliance.
2
EXPERIENCE
FEB 2021 – PRESENT · 1 YR 10 MO
HEAD OF SUPPLY CHAIN, NADA
SAUDI ARABIA
Leading a team of 175 Employees, reporting to the COO.
Managing a portfolio of over 250 SKUs end to end.
Major Achievements in 2021 are:
1- 10% SC OPEX reduction
2- 17 M SR savings in Obsoletes
3- S&OP Launch with 4 solid Gates
4- 99.9% Service Level
5- 80% Forecast Accuracy
6- 99% Inventory Accuracy.
7- 11 Initiatives/Projects launched on time.
Major Achievements in 2022 are:
1- 11% SC OPEX reduction
2- Warehouse Management System (WMS) Launch successfully in all Nada Plant WHs
3- 99.9% Service Level
4- 82% Forecast Accuracy
5- OTIF tracking starting with 77%
6- 99% Inventory Accuracy.
7- 12 Initiatives/Projects launched on time.
SEP 2020 – FEB 2021 · 6 MO
HEAD OF CUSTOMER EXPERIENCE, BAJA
SAUDI ARABIA
Achievements:
Opened sales opportunity for 30 M SAR by launching loyalty programs and On shelf availability
campaigns
JUL 2019 – AUG 2020 · 1 YR 2 MO
DIRECTOR OF CUSTOMER SOLUTIONS, STARLINKS
Achievement:
– Reduction of customers’ obsolete inventory from 7.5 M SAR to 1 M SAR providing them
solutions led to that 6.5 M SAR saving.
– Achieve the company revenues target of 130 M SAR as top line
– Securing/delivering the 41.7 M SR Revenues coming from direct customers IFFCO, Canon, DMC
– Improving our major customer DMC Topline by 10% by improving CSL and availability
– Generate Customer Solutions independent revenues with a 22% Margin.
3
5 YRS 4 MOS5 YRS 4 MOS
OCT 2018 – JUN 2019 · 9 MO
DIRECTOR OF LOGISTICS, NADEC
Achievement:
Reduction in Storage Cost: 3PL storage cost 0.75 M SAR in 2017 Vs. 3.8 M SAR in 2016.
Increased the warehouse capacity.
Long/Short term capacity planning.
Reduction in Transportation cost: from 65 M SAR in 2016 to 43 M SAR in 2017
Increased load-ability.
Combining loads.
Change the route mapping.
Reduced 3PL transporter prices.
FEB 2018 – OCT 2018 9 MO
OPERATION EXCELLENCE DIRECTOR, NADEC
Reducing labor Costs in Warehouses from 20.6 M SAR in 2016 to 14.4 M SAR in 2017 (30%
reduction), total HC in 2017 is 295 vs. 388 in 2016 (24% reduction).
Time motion study
Automation
Operation Planning
MAR 2014 – JAN 2018 3 YRS 11 MO
SALES & OPERATION PLANNING DIRECTOR, NADEC
Achievements:
– Managed the Overall supply chain budget (OPEX) and delivered a 5 million SR saving in 2017
YTD.
– Reduced the Raw & Pack material Inventory in 3 years from 100 M SR to 70 M SR.
– Led the company figures to the S&OP 4 gates process driving the 2 billion SR company growth
YOY.
– Worked on developing all distribution centers’ infrastructure which led to certifying 20 centers
out of 32 on HACCP standards.
JUN 2013 – FEB 2014 9 MO
DEMAND PLANNING MANAGER, PROCTER & GAMBLE
Sub-Sahara demand-planning manager for Baby and Fem Care doing the demand planning and
forecasting for 12 countries including Nigeria, South Africa, and east African countries.
JUN 2012 – JUN 2013 (1 YR 1 MO)
SUPPLY CHAIN MANAGER, PROCTER & GAMBLE
Handled this role as exporting and initiatives, then supply planning manager for the
Johannesburg plant for a year and a half in this assignment together with my team we managed
to plan for south Africa everything material, production, warehousing, logistics, and we managed
to help the country to move up from 90% service lever (CFR) to run steadily on 98% which is
higher than the target of 97.5%.
4
JAN 2010 – JUN 2012 (2 YRS 6 MOS)
INITIATIVES MANAGER, PROCTER & GAMBLE
Derived savings in the projects I handled up to 500 M$, then I was appointed to be the Baby Care
Capability leader.
I raised the Baby Care capability in the audit evaluation from 5 to 7.7 versus the target of 7.5
which enabled the team to be set on the right track to move the end-to-end integration and the
planning center future.
APR 2008 – DEC 2009 (1 YR 9 MOS)
UTILITY MANAGER, PROCTER & GAMBLE
Establishing the utility department, which is controlling some major offline equipment such as
the site Boiler, Electrical network, Compressors, and Air conditioners.
Was assigned Start-up manager for the new boiler project in Procter & Gamble plant in Cairo and
delivered that project with excellence leading multinational teams.
SEP 2006 – MAR 2008 (1 YR 7 MOS)
SUPPLY CHAIN MANAGER, PROCTER & GAMBLE
Responsible for
procuring, planning, and receiving materials for Baby Care and Fem Care
Planning the production for the plant to meet the demand on SAP with the number one KPI
service level.
Achievements:
-Managed to lead the historical transformation in Baby Care technology in the year 2007 moving
from the old JOA technology to the new E-lite technology keeping the same service level and
customer satisfaction with a less possible inventory.
– Managed to meet the customer service target in 2005- 2006 for Baby Care despite the capacity
constraint that the plant and the whole region faced.
– Managed to derive savings in the projects I handled up to 500 M$.
SEP 2005 – SEP 2006 (1 YR 1 MO)
PRODUCTION PLANNER, PROCTER & GAMBLE
Responsible for planning the production for the plant to meet the demand on SAP with the
number one KPI service level (CFR) target of 98.5%
Achievements:
– Managed to meet the customer service target in 2005- 2006 for Baby Care despite the capacity
constraint that the plant and the whole region faced.
AUG 2003 – AUG 2005 (2 YRS 1 MO)
MATERIALS PLANNER, PROCTER & GAMBLE
Responsible for procuring, planning, and receiving materials for Baby Care and Fem Car