Ahmad Talal Mirza

• Inventory Asset Optimization: Formulated an aggressive inventory management, scaling down main warehouse stock from 3,500 m² to 2,500 m² by phasing out an auxiliary warehouse, realizing recurring cost reductions of 100,000 SAR/year. It done through reduce non-moving stock, wave damaged stock, increase inventory accuracy.
• Strategic Revenue Generation: Boosted sales volumes by 6% through physical showroom floor restructuring, comprehensive category re-indexing, corporate catalog, and modern store rebranding.
• E-Commerce Scale Expansion: Achieved a monumental 30% surge in online store revenue for 2025 by designing and launching fresh sales channels via Amazon and Noon.
• Directed full operational chains including Supply Chain, Sales, Marketing, HR, and Finance across 6 retail showrooms and 3 major wholesale networks.
• Build long-term relation with oversees supplier management
• Digital HR Transformation: Championed the complete enterprise migration and integration of the JISR HR digital system.

Manage daily warehouse operations, coordinating staffing, workflow, and shipment processing.

• Delivery cost reduction from 100 SAR/MT to 96 SAR/MT which save around 1 million SAR/Year.
• Lead the Negotiate with many new transporters which result to reduce the transportation cost by 5%. Total saving around 500k SAR/Year
• Manage and control five corrugator plants for inbound and outbound logistic. Around 250 trucks daily deliver the finish goods to customers in different locations inside and outside Saudi Arabia. Achieve the highest delivery in one factory 620 mt/day while old figure was 550 mt/day.
• Reduce paper inventory for forth plant from 14,000 mt to 8,000 mt by phase out 4 warehouses which save around 600k SAR/year.
• Manage and lead team with around 150 employees in 5 plants located in three areas of Saudi Arabia.

• Worked with the customers to alter the configuration and number per pallet of a major SKU to generate freight and storage cost reduction. Total saving around 80k SAR/Year.
• Plan and develop the new warehouses for inbound and outbound warehouses at new corrugator Kharj plant (fifth plant).
• Successfully Implement UCIC process & ERP system in new the acquisition at fourth plant.

• Reduce container detention charges from 4 million SAR/Year to below 50,000 SAR by managing around 8,000 containers 40ft/yearly.
• Improve paper reel striping Waste by 57% from 1.10 % to 0.70 % in all entire plants. Total saving around 3 million SAR/Year.
• Improve the warehouse operation & inventory by closed 3 warehouses and concentrate on one central warehouse to cover 3 plants requirements. Total saving around 900k SAR/Year.
• Participate with UCIC audit team which consist from 15 employees to verify the physical inventory and other process for three corrugator plant at Egypt.
• Reduction in stock variance by 24% due to emphasis on manpower selection, training, stock control.

• Reduce paper inventory from 70,000 tons to an average of 50,000 tons within a10 months’ period.
• Review paper stock and eliminate nonstandard paper deckle within 6 months. Saving in capacity and inventory management.

• Reduce maintenance unplanned down time down time from 5.3% to 4.2%.
• Review all spare parts available in the store in term of quantity, quality, price. Achieve to classified all critical spare items and maintain the stock items.
• Establish a preventive maintenance program to cover all machines.
• Coordinated with external contractors to secure specialised services.

• Achieved the highest sales 87,000 SAR/day among whole branches in 2007.
• Promoted from Front House Manager to Restaurant Manger within 7 months. In addition, being the first Saudi nationally who handle this position.
• Successfully maintaining food cost for less 32 % for fourth quarter.

GPA: 4.04 / 5.00