Moath Zafer, (CISCP - CISCM)

Overseeing Supply Chain Management for KSA plant within the global Integrated Business Planning Unit.

Directly reporting to the branch GM and functionally reporting to the Regional Supply Chain Director.

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- Key Achievements in Supply Chain at Ball -

• Led End-to-End Warehouse 3PL Tendering & Outsourcing Project

Successfully led and managed the full lifecycle of a complex tendering project to outsource warehouse operations for KSA plant — aluminium beverage packaging has high-sensitivity environment requiring strict product handling and compliance standards. Over a 6-month period, I coordinated cross-functional teams (Supply Chain, Legal, HR) to define the scope of work and manage the full tendering and transition process.

Key drivers of the achievement included:

- Defining operational scope, including inventory control, WMS integration, staffing models, performance KPIs, and SLAs.

- Leading a structured local tendering process involving five prequalified vendors.

- Overseeing technical and commercial bid evaluation based on cost, capability, safety compliance, and operational readiness.

- Collaborating with legal and compliance teams to align contracts with labor laws, manning regulations, and safety requirements.

• Optimized Aluminum Coil Procurement to Improve Cash Flow and Inventory Efficiency

Recognizing that aluminum sheet coils are the highest cost driver and a major constraint on liquidity in can manufacturing, I led a strategic initiative to improve cash flow by optimizing procurement planning — focusing on balancing material availability with financial exposure through smarter safety stock levels, order quantities, and delivery timings

Key drivers of this outcome included:

• Developing an annual budgeting plan for coil consumption based on production forecasts and seasonal demand trends.
• Aligning with the finance team to coordinate volume planning with the commodity hedging strategy, enabling greater cost predictability.
• Planned delivery schedules with payment terms in mind, recognizing their impact on cash flow as payments were triggered by delivery dates.

This initiative contributed to a measurable improvement in working capital and cash flow stability — ultimately supporting a 2-5% decrease in average inventory value tied to aluminum coils.

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- Roles and Responsibilities -

• Manage and lead the entire Integrated Business Planning (IBP) process, inputs, workflow, and performance
• Manage and align financial plans and budgets with operational targets and strategic goals and monitor budgets to deliver optimal customer, profit, and production results.
• Manage the full project contract for the plant 3PL service provider ensuring compliance with legal and company standards
• Lead the Sales, Inventory, and Operations Planning, (SIOP) process by forecasting demand, supply needs, purchasing, and logistics requirements.
• Present and manage the S&OP and New Product Development Meetings, and multiple steering teams.
• Responsible for leading the fulfillment and movement of inter-company FG supply across 8 countries in EMEA, with annual sales of over 2.4bn units yearly.
• Implement clear and effective planning strategies to meet business needs, meet demand, and optimize distribution.
• Manage the entire 3PL service provider including, contracts, agreements, and performance
• Manage the logistics planning and pricing including: aire freight, sea freight, road freight for exporting as well as importing of finished goods and raw materials
• Implement communication channels with key customer accounts and key vendors, prioritizing opportunities and ensuring quick problem resolution.
• Determine inventory targets, product stock, and risk management objectives, and oversee techniques to determine most suitable inventory strategy.
• Support the company's business strategy by developing and managing a global supply base, contributing to growth.
• Create efficient multi-year production plans and budgets, managing stock levels, and controlling inter-company transport volumes.

• Tenure achievements:
• Contributed in reaching 1B Saudi Riyals in revenue in 2020, by implementing finished goods production, and distribution agile strategy map.
• Contributed in hitting the highest sales in a month in the organization history (June, 2020), despite COVID-19 constraints, by implementing a flexible, sales driven, daily/weekly adjusted, rolling plans.
• Contributed in organizational transformation in manufacturing strategy change from MTO to MTS and implemented control KPI's to monitor corporate restructures.
• Elevated resource allocation, accurately controlling cashflow during COVID-19 critical period, by conducting a production plan review to match supply with demand.
• Led a team of 3 engineers in different planning functions (production, warehousing, raw materials) to surpass the organization's objected production volume by 20% over 12 months
• Responsibilities and tasks include:
• Budget all resources needed to focus on strategic decisions on exceeding long-term objectives in next five years strategy
• Handle CapEx & OpEx, and liaising with finance team to achieve the optimum budget
• Manage the supply of the finished goods across the country and handling the forecast various plans and scenarios.
• Maintain a valid capacity requirement plan that supports the master production schedule.

• Recommended process and systems improvements such as changes to dispatching operations to reduce operational time by 20% per day.
• Collected and analyzed data to evaluate operational issues and make process improvement recommendations, and presented findings to senior management teams

• Intensive training and mini projects across the organization departments including: Supply Chain, Production, QA, technical support, sales & marketing, IT and R&D.
• Conducted a thorough SWOT analysis for each department and presented higher management with proposals of improvement actions.