Operations Excellence Program FOR Delivery & Distribution Logistics

OPERATIONS EXCELLENCE PROGRAM
FOR
DELIVERY & DISTRIBUTION LOGISTICS
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EFESO © 2016 Shanghai - Singapore - Saint Petersburg - Stockholm - Tokyo
Contents
1 Our Understanding of the Delivery & Distribution Logistics 4
2 Impact of e-commerce on logistics 11
3 What EFESO is offering 18
4 Program Scope & Methodology 25
5 Examples for the Deliverables 28
6 Our Team of Experts 35
7 About EFESO 39
Operations Excellence in Logistics V2 EFESO © 2016 2

1
OUR UNDERSTANDING OF DELIVERY & DISTRIBUTION LOGISTICS

Common Vision & Mission Statements for the Logistics Companies
Vision
To deliver customer values & services at the right place, right time and at the
appropriate level of cost & quality
Mission
To improve the execution of logistics operations and develop business

capabilities to anticipate, respond to and fulfil customer’s demand with
considering the cost, resources & assets optimization

Shipping & Distribution Logistics
Parcel shipping & distribution service is defined as moving a collected shipment from
Sender (at origin) to Receiver ( at destination) via series of consequential processes
and infrastructure to ensure delivering parcels on time & in perfect condition
(DOT&PC).
Delivering on Time & In Perfect Condition (DOT&PC)
COLLECT TRANSPORT DELIVER
Handle
Pick-up Check-in Sort Load Network Sort Load Delivery
Booking
Origin In Transit Destination

(Shipments/ Parcels) Delivery & Distribution Platform
COLLECT TRANSPORT DELIVER
Handle
Pick-up Check-in Sort Load Network Sort Load Delivery
Booking
Origin In Transit Destination
Customer Service (Handle Order Request Operation Network Transit Operations Sort & Delivery
Transport & Fleet Management Customer Service Follow Up

Operations ( Routes, Sort , Dispatch)
Finance (Contract & Invoicing) Control Tower Finance Invoicing & Collection
IT Operating System (Track & Trace/ ERP)
Human Resources
Support Function Operation Actvity

Key Activities & Control Measures in Delivery & Distribution Logistics
Key Logistics Activities
Unloading &
Check-in & Loading for Transport
Pick - up Destination Delivery
Origin Sorting Departure Network
Sort
Distribution Key Activities & Processes
• On-time • All shipments • On-time loading  Ensure • Unloading of • On time

of all shipments transport mode shipments from
collection of to be labeled onto the correct is available on the incoming delivery & in
shipment from with a routing transportation time with the transport mode perfect
client label (& special mode. correct capacity and avoid condition
damages
handling labels
• Sort the • Ensure all
when needed)
shipments to POD’s are
the correct route obtained When
at destination
required,
ensure
payment is
collected
Control Measures
• % of On time • Pieces are • Mis-sorted • Capacity vs • Out for Delivery • Outstanding

pick-up checked on pieces (MR) budgeted scanning (OD) Proof Of
• Number of weight • Send Pre-alert volumes performance Delivery (POD)
stops • Number of to destination
damages

(Performance & Cost) KPIs in Delivery & Distribution Logistics
There are a set of performance & cost KPIs that determine the operational efficiency for
distribution companies aiming to target the operations excellence in delivering services
Performance KPIs Cost KPIs

Driver Productivity Sort Centers & Warehouses Drivers Sort Centers & Warehouses
No. of sorted
No. of stops/route Cost/stop Cost/sorted shipment
shipments/hour
% of delivery on time Data uplifted on time Cost/delivered shipment Loading cost
No. of outstanding POD No. of damaged items

Proof of Delivery
Network & Transportation

Transport cost/shipment
On time departure
Total network cost

On time arrival

Policies & Procedures Governing Delivery & Distribution Logistics
Policies & Procedures Delivery Policies & Procedures
 Damaged shipment handling policy  Proof Of Delivery Capture Policy

 Claim Process for damaged shipments  Undeliverable shipment Policy
Health & Safety Security

HSE Policies & Procedures  Security Assessment
HSE Safety work Instructions  Incident’s Reports
Cash Handling Road Safety
 Cash Handling Policy  Driver’s Manual

 Petty Cash Policy  Vehicle & Fleet Management System

2
IMPACT OF EVOLVING E-COMMERCE ON LOGISTICS

Logistics transformation resulted from shifting towards online selling
How the evolving e-commerce is changing logistics Activities
1
 Some sellers in the new marketplace are entirely online, with no physical retail
The
presence at all. the new system allows the seller to be both a retailer and a
Sellers
distribution and fulfillment center.
Locations  Because online sellers do not need to be overly concerned with the location of
their operation, they enjoy a lot more flexibility in choosing a place that allows
them to minimize costs
Connection to Supply  Customers communicate with the store directly and are in essence,
Chain connected directly to the supply chain itself.
 Shifting from B2B to B2C & C2C movements

Logistics transformation resulted from shifting towards online selling
How the evolving e-commerce is changing logistics Activities
Tracking  A customer who chooses to shop online is also choosing a method

where he has a maximum visibility on tracing his parcel movement.
 Customer is purchasing without actually having experienced the product

Customer Experience firsthand and the customer needs to wait (not for long time) before the
order is received.
6
• Customers are expecting from the delivery process to be
Delivery & Payment Process responsive, demand accurate and provide real time transit
information for their purchase.. At the same time they expect
to have a reliable & flexible methods for payment of their

Logistics transformations resulted from shifting towards online selling
 Traditional stores had put their focus on economies of scale through large stores in key
locations.
The cost of moving purchases from the point of sale to the point of consumption was the
responsibility of the customer
Traditional Logistics
A traditional logistics
System would not be
able to handle this
additional requirement
E-Commerce Logistics
 The new e-commerce system challenges this by focusing on warehouses that are located in
less urban and metropolitan areas and ship high numbers of smaller parcels to individual
buyers.
 In e-commerce, though still often paid for by the customer, the cost needs to be integrated into
the distribution process.
 This means more focus on aspects such as packaging and a lot more freight actually shipped.

Key Success Factors For e-commerce Logistics
1 Having the ability to organize and track shipment no matter what mode
2 Providing Online (all time) order status and documentation
3 Strong, instant & effective system to control payments
4 Seamless interface with existing SCM or ERP system
5 Online alerts for critical information via text or mobile
6 Information systems reports on past data analysis, delivery history, etc.

Important Activities & control measures in e- Commerce Logistics
Key Logistics Activities & Processes
Unloading &
Check-in & Loading for Transport
Pick - up Destination Delivery
Origin Sorting Departure Network
Sort
Distribution Key Activities & Processes
• On-time • All shipments • On-time loading  Design and • Unloading of • On time delivery
of all shipments implement an shipments and
collection of to be labeled are loaded onto optimised from the & in perfect
shipment from with a routing the correct network incoming condition
client label (& special transportation infrastructure transport mode
mode. and avoid • Ensure all
handling labels  Publish damages
• Ensure proper • Ensure all schedules to POD’s are
when needed)
packing shipments are destinations. • Sort the obtained and
• Data entry & updated with shipments to entered in the
• Ensure the correct  Ensure the correct route
Processing status code for transport mode at destination track & trace
updating details tracking & is available on System
with the correct • Data tracing time with the
status code for manifesting / purposes correct capacity • Always, ensure
tracking & uplifting payment is
tracing collected
Logistics Control Measures
• On time pick-up • Correctly • Left behind • Capacity vs • Out for Delivery • Outstanding
• Number of labelled pieces shipment due to budgeted scanning (OD) Proof Of
stops • Pieces checked late loading volumes performance Delivery (POD)
• Parcel on weight • Cost per kg per • Unloading & • Driver cost
Condition • Number of km transported destination sort
Operations Excellence in Logistics V2 damages EFESO © 2016 cost 15
Performance & Cost KPIs in e-commerce Logistics
There are a set of additional & important KPIs that determine the operational
efficiency should be fulfilled by distribution companies aiming to penetrate e-
commerce services
Performance KPIs Cost KPIs
Driver Productivity Sort Centers & Warehouses Drivers Sort Centers & Warehouses
No. of sorted
No. of stops/route Cost/stop Cost/sorted shipment
shipments/hour
% of delivery on time Data uplifted on time Cost/delivered shipment Loading cost
On time notification of the

No. of damaged items
delivery details
No. of outstanding POD Out for Delivery Scanning

Proof of Delivery

Transport cost/shipment
On time departure
Total network cost

On time arrival

3
WHAT EFESO IS OFFERING

Three Fundamental Pillars Successful Organization

How do we support our customers
Through our unique approach we earned the reputation of a consultancy connecting

strategy with action
Combination Approach Strategy in Action
 EFESO provides a unique combination of multi-

specialist skills beyond those found in other
Strategy
management consultancies.
Development
 The combination of our strategic and operational
Do the right
teams widens the scope of opportunities open for
things
the client.
 A core competence in managing the connections
Change Operational
between Executive teams functions and
Management Excellence
operations.
Engage, Do the things
 We create the climate and evolve the capability
accelerate & right
of the organization to accelerate and sustain the sustain
change.

Strategy development: Do the right things
Vision, quality of thought and perspective Strategy in Action
 Deep understanding of the customer’s distinctive

competences and “end to end” value chain
Strategy
knowledge
Development
 Practical and implementable steps resulting from
Do the right
a collaborative process that enables the joint
things
team to challenge all potential strategic
alternatives
 Orientation towards action and execution: multi- Change Operational
Management Excellence
specialist expertise to provide implementable
solutions always operationally and culturally Engage, Do the things
feasible accelerate & right
sustain

Operational excellence: Do the things right
Structured approach and effectiveness Strategy in Action
 Our World Class Operations (WCOM) system is Strategy

applied to manufacturing, commercial Development
operations, administration and throughout the
Do the right
end to end health care Supply Chain things
 A time-tested, cost effective program: we use the
best tools efficiently to maximize the results
Change Operational
 A level of “knowledge transfer” unmatched by Management Excellence
any competitor: full participation of employees —
creates a more skilled, more effective, and more accelerate & right
satisfied organization sustain

Change management: Engage, accelerate & sustain
Bring permanent innovation Strategy in Action
 Create the climate and evolve the organizational

capability to bring permanent innovation Strategy
 Energize all people in the organization to enable Development
their true potential to be fulfilled Do the right
 Change by doing - visible, measurable things
and effective - in a collaborative team
 Provide direction for the development of every Change Operational
member and level within the Management Excellence
organization
 Steer the change with a lean and results driven accelerate & right
leadership and management approach sustain

What EFESO is doing

4
PROGRAM SCOPE & METHODOLOGY

Operations Excellence Program Scope
EFESO is accomplishing the objective of achieving “operations excellence in Logistics” through

working on three dimensions.
4-6 weeks 8-12 weeks 4-6 weeks
1 2 3
Operations Capabilities Lean Operations Operations Excellence
 Thorough analysis &  Review if there are non-  Identify performance

assessment of operations value added activities taking measurements should be put
(logistics) infrastructure & place within the distribution in place to measure
capabilities. operations that can be continuous improvement &
 Assessment will involve on- eliminated. labor productivity.
site visits to reviews the  Detect if there is waste in the  Define what steps need to
company’s distribution form of time, materials or be taken to improve quality
operations, process flow, other resources that cause of the company’s customer
technology systems, reduction in productivity experience.
warehouse layout and rates or inflation in operating  Identify if there are specific
material handling systems. cost. policies, processes and/or
 Detect opportunities to procedure changes that
control spending through need to be made to improve
optimization of the delivery logistics operations.
network or driver’s routes.
Operations Excellence Program Methodology
1 2 3 4 5
Mobilization & Data Collection Assessment of Options for
Recommendation &
Kick Off & Build current future
Business Case
Meeting Knowledge Landscape Landscape
Stakeholder
Preparation Physical Review Decision Making Feedback
Interview
• Define the team • Internal & • Understand the • Determine the • Write up & share
• Project external data macro trends & key capabilities findings
Definition collection drivers to support • Discuss
• Mapping the • Thorough potential conclusion &
• Planning & evaluation & business model recommendation
Prioritization end to end & understand the
supply chain & assessment of • Agree on next
the ops key success step
activities infrastructure & factors
network
capabilities

5
SAMPLES OF DELIVERABLES

Criteria for Operations Assessment (example)
Evaluation Criteria Assessment Score

- ------- is well positioned to serve all 8
Branches & 1. Branches & geographical Coverage the parts of the Kingdom even
Network 2. Network Response & Transit Time remote areas.
3. Ability to access & deliver in remote 0 10
Capabilities - Time to transport for can be
cities categorized as express transport
1. Presence of documented, updated - This process has not been 5

& authorized process flow for every documented despite the importance
Supply Chain provided service. of the express personal shipping. 0 10
Process 2. Clear assignment of roles & - Roles and responsibilities are not
Management responsibility for every step of the clear
process.
1. Control measures in place to ensure • The company has implemented

quality of service some critteria to measure the
2. How the company control the cash provided service according to
Operational handling within the operations customers‘ requirments. 2
Control 3. How the company manage the • There is no scanning process the
operations remotely. process. 0 10
• There are no financial reports that
give a clear idea on the cost of
providing the service

Criteria for Operations Assessment (example)
Evaluation Criteria Assessment Score
1. Set of KPIs (key performance - KPIs are neither documented nor

Operational 4
indicators) to measure the efficiency measured which does not give a
Performance & performance of the operations clear vision on the current
Evaluation key functions. performance or the targets for 0 10
2. KPIs are well designed to evaluate employees.
performance from both functional &
financial perspectives.
2
1. Degree of Process Visibility - There is no sufficient system to deal
Technology &
2. Ability to provide shipment/ with all the requirements for this
System Packaging tracking 0 10
type of business
Capabilities to 3. Lag time between the delivery
support provided action & updating system
Services 4. The quality of Order & Shipping
Management

Criteria Used For the Fleet Assessment (example)
Evaluation low Evaluation Average Evaluation High
Criteria
(0-2) (3-5) (6-10)
Geographical  Limited geographical distribution & hardly covers Extended distribution to cover more than 50% Effeciently distributed & capable of covering most of
distribution the main cities coverage of the big cities the main cities
 Limited capacity & capabilities to carry items  Average capacity & capabilities to carry items  Different capacity to carry any items of
Configuration,
of exceptional weight or dimensions of exceptional weight or dimensions different weight & dimensions.
capacity &
 Items transported are exposed to high risk of  Items transported are partially secured &  Items carried are fully secured & protected
Adequacy damage or loss protected from damage from damage or loss
 70% of the fleet exceeds the standard  50% of the fleet exceeds the standard
 More than 80% is less than 5 years & only 20%
Fleet Aging depreciation period for small and medium depreciation period for the small and medium
are exceeding the 5 years
vehicles ( common practice 5 years) vehicles ( common practice 5 years)
 No dedicated records for milages, schedules for  The company has records but they are  Integrated system with a separate file for each
Management
changing oil & the average driven distance per unsustainable or inaccurate. vehicle containing all its records, cost and its
System route as well as cost related to each vehicle  Manual records rather than system generated accident and repair history
 Above 60% of the bodies & engine capacities  Less than 50% of the fleet need body repair or  Less than 30% of the fleet need body repair or
Fleet are low. engine works. engine works.
Conditions  Maintanace cost of vehicles exceeds the  Maintanance cost of the vehicle less than  Maintanance cost of the vehicles less than
annual depreciation value 60% of annual depreciation value 30% of annual depreciation value
 No regular & scheduled records for the fleet  There are maintanance records but they may be
 System generated reports of the actual
maintanance. inaccurate or not done regularly.
Maintenance maintanance cost.
 Inability to trace the maintance cost of its fleet  Budgeted maintanace cost built on trends of
 Separate records for each vehicle
against the budgeted cost. budget cost not on actual cost
 No plan for the fleet renovation, replacement  Automatically generated data for the fleet
and extension.  The fleet data is partially available & the replacement, extension & renovation.
Reporting &  No proper budgeting or forecasting. company is planning for the fleet replacement,  Budgeting & forecasting process are based on
Analysis  The fleet future plan (distribution, renovation & extension based upon the trend. actual data.
configurations & capacity) is not linked to the  Budgeting & forecasting process in place.  The future plans for the fleet are linked to the
company future plans future company initiative
 Fully equipped fleet with fire fighting equipment

Availability of  Not equipped with fire fighting equipment or first  Partially equipped fleet with fire fighting
& first aid kits.
aid kits. equipment & first aid kits.
secured & safe  There is a policy in place for the drivers to do
 No regular training on safety practices  Fire firing equipments are not regularly checked.
driving (vehicle check list).
 Motorbike drivers are not wearing the protecting  Regular training for the drivers on safe &
conditions.  Regular training for drivers on safe &
helmets conservative driving
conservative driving
Criteria for Warehouses Assessment (example)
Best Practices
• Existence of a documented process flow for receiving, putting away

Storage
and dispatching materials
methods and
• Presence of a streamlined loading & unloading process
practices
• Easy & Clear Vehicles & Fork lift circulations inside the warehouse
Security & • A Closed circuit television video (CCTV) in place

Safety • Presence of smoke & fire detector sensors
Measures • Firefighting Equipment are regularly checked & ready to be used
• Inventory is automatically managed by Warehouse Management

Technical System (WMS).
Infrastructure • Usage of Integrated Enterprise resource planning (ERP)
• Presence of reliable bar code scanning & handling process
Quality • There is a clear set of performance KPIs that measure service quality
Assurance to ensure customer satisfaction.
Process • Quality measure that ensure Inspection of received goods
• Reporting & analysis process are generated automatically from ERP
Efficient ERP System Capabilities (example)
The traditional services do not demand high ERP capabilities, however, this is bound to
change as e-commerce logistics will demand many of the missing ERP capabilities.
Customer Relationship Management
Marketing & Complaints Electronic Data

Sales Applications Contact Center Customer Database
Distribution Management Interface
Order Management Supply Chain Management Administration Finance
Return Logistics Strategic Network

Administration Budgeting & Forecasting
Management Optimization
Management
Order Management Route Planning Social Insurance Revenues Management

Management
Pricing Application Demand Management Accounts Receivables

Payroll Management
Tracking & Tracing Transportation Accounts Payable

System Operational Planning HR Management
Electronic Billing
Electronic Payment Transportation Application
Application Management
Asset Management
Tax Management
Procurement Applications
Fixed Asset Management
Mobility Application Warehouse Management
Logistics Applications
Inventory Control Fleet Management
Total Company
Evaluation Criteria for ERP System (example)
Assessment Criteria Best Practices
Automated • ERP is fully supporting & facilitating information flow between

Process & different business functions.
Information Flow • ERP is streamlining departmental procedures
• ERP is capable to generate automatic reports & reduce reliance on

Quality of manual process & human intervension
Generated reports • Generated reports are comperehensive & facilitate the decision
making process
• ERP ensures ability of users to access system applications while

Improved Mobility they are moving from their mobile devices

6
OUR TEAM OF EXPERTS

Vice-President and Managing Director
Dr. Hesham Dinana
PROFESSION
Present Vice-President and Managing Director, EFESO Consulting
Years Experience 30 (USA, Europe, Middle East)
QUALIFICATIONS
Academic DBA - Doctor of Business Admin. (Healthcare Mgmt..), Nova Southeastern Univ., USA
Executive MBA, Univ. of New Haven, School of Business, USA,
Diploma in Medical Electronics, Eindhoven Univ., International Institute of Technology
Bachelor of Systems and Biomedical Engineering , Cairo Univ.,
Languages Arabic (native), English, German and Dutch
Dr. Dinana has over 30 years of working experience in strategy, marketing, healthcare, information technology management, customer care and hi-tech manufacturing.
His consulting projects' engagement level span from National-Level Strategy Development initiatives to one-on-one Executive Coaching . As an active member of his
community, Dr. Dinana has served as a board member at the Egyptian Junior Businessmen Association , the Management Consultants Association, Egypt Post, the
Chamber of Information Technology & Telecommunication Industries , and the Children Cancer Hospital Foundation. He has multiple certifications that includes being a
certified management consultant, a certified board director, a certified balanced scorecard consultant and a certified management simulation trainer. Along with his
consultancy expertise Dr. Dinana is also a lecturer on various MBA and BA programs in Egypt in the field of Marketing and Sales Planning, supervising a number of MBA
and diploma thesis.
HEALTHCARE MANAGEMENT AND MARKETING
STRATEGY DEVELOPMENT AND EXECUTION  Design and building of current hospital and managing expansion program
 Balanced scorecard design and implementation for several companies in for Children’s Cancer hospital 57357, Egypt
different industries such as: Farm Frites, Giza Systems and Etisalat Data  Arm for Children’s Cancer Hospital 57357 for planning and managing
Solutions, Egypt execution of strategic projects (Health sciences academy, Hospice Care
 Develop strategy for the Chamber of Medical Devices, Chamber of Healthcare Center and Research Center), Egypt
management, Chamber of Engineering Industries and the Chamber of  Feasibility studies and owner representative to manage design and
Processed Food Industries, Egypt construction for Ahl Masr Burn hospital, Egypt
 Develop strategy for the Macro and Small Enterprise with SFD, Egypt  Feasibility studies and owner representative to manage design and
 Corprote governance and board development for Children’s Cancer hospital construction for Shefaa El Orman, Egypt
57357, Egypt, SECUTRONIC, KSA and Authority of Social Insurance, Oman  Market research, business plan and feasibility study for Rofayda, Egypt
 Market research, business plan and feasibility study for Adam Fertility
MARKETING MANAGEMENT AND EXPORT DEVELOPMENT Hospital, Egypt
 Development retail channels and study potential for new business units to  International Extended Care Center (IECC) operational system design and
launch new home appliance product lines for Sadco / Kiriazi, Egypt hospital information system (HIS) implementation management, Jeddah,
 Turnaround and growth strategy for existing products and launch strategies for KSA
new products of Arma, Egypt  Business plan, feasibility study and concept design for Ahyaha Children
 Development programs for retail management team of STC, KSA and Vodafone, Cancer Hospital, Madinah, KSA
Egypt OPERATIONAL AND ORGANIZATIONAL SYSTEMS DEVELOPMENT
 Develop export strategy for the Chamber of Engineering industries, Egypt  Business process development, compensation system and development of
sales pipeline management for MOBICA, Egypt
 Develop complete manual to realign organization around readymade
factories for MODON, KSA
 Management System and operational manual development for SALECO, KSA
 Organization structure, IT system requirements modification, management
system and operational manual development for Faisalyiah Medical
Operations Excellence in Logistics V2 Systems, KSA
EFESO © 2016 35
Operations Excellence Manager
Dr. Alaa Abdellatif

PROFESSION
Present Operations Excellence Manager, EFESO Consulting
Years Experience 17 (North Africa- Middle East)
QUALIFICATIONS
Academic Master Degree in Strategic Supply Chain Management, TiasNimbas Business School, Tilburg University,
Netherland.
Medical Doctorate Degree in Forensic Medicine & Toxicology. Tanta University, Egypt
Executive Management Diploma , American University in Cairo
Master Degree in Pediatric Medicine, Cairo University, Egypt
Languages English & Arabic
Dr.Alaa is a results driven, self-motivated and resourceful consultant with a proven ability to develop and empower teams in order to maximize performance
and efficiency. He is experienced in leading projects for growing businesses in a variety of market sectors, whilst maintaining compliance to process and
world-class service. Alaa is possessing excellent communication skills, and demonstrable ability to forge long-term stakeholder relationships, which add
value to the business. He has an inspirational leadership style, and a passion for team development which has been a feature in every senior role undertaken
to date with proven expertise in delivering complex & demanding service agreements while demonstrating strong analytical, problem solving and decision
making skills.
.
STRATEGIC PLANNING & OPERATIONAL EXCELLENCE PERFORMANCE IMPROVEMENT
 Pre-feasibility study for fresh meat supply chain & cold chain
 Process redesign & performance management system for
logistics, Himmah Logistics, KSA.
the credit card & bank statement distribution & value added
 Process re-design & procedure manual to re-align organization
services center, TNT, Egypt.
around ready-made factories for MODON, KSA.
 Risk assessment & Risk management system, TNT, Egypt &
 Design & mange the operational model of “Home Delivery &
Saudi Arabia
Assembly Service” for furniture & kitchen, IKEA, KSA & Egypt
 Process improvement rollout for domestic distribution
 Design the distribution network to serve the first e-commerce trading
network, FedEx, Egypt.
company, JUMIA, Egypt
 Business Continuity Plan, TNT, Egypt, Saudi Arabia & UAE.
 Design & mange a full supply chain & logistics solution to serve the
 Change Management Program, Obeikan Paper Industry,
mobile network operators (Vodafone & Mobinil), HP & Ericsson,
Riyadh, Saudi Arabia
Egypt.
 Design integrated air & road distribution network in Ethiopia, WFP
(World Food Program), Africa EDUCATION & TRAINING
 Design & delivery of basic / advanced modules for training
HEALTHCARE course MILES (Managing Integrated Logistics
 Start-up business plan & developing strategy for (EGYLAB) a Excellence Series), SCALE Logistics Power House,
clinical diagnostic laboratory chain, Egypt. Egypt.
 Design & develop the operational process flow for clinical  Design & delivery of the theoretical & practical course
diagnostic laboratory, (EGYLAB), Egypt. of Forensic Medicine for the police officers,
Management of criminal evidences, General Security,
KSA.
 Design the academic & practical curriculum of
Forensic Medicine & Toxicology for medical students,
Tanta University, Egypt.

Operations Consultant
Mr. Ismail ELGOHARY
PROFESSION
Present Operations Consultant, EFESO Consulting Middle East & Africa
Years Experience 2 (Middle East & North Africa)
QUALIFICATIONS
Academic Masters of Business Administration, Arab Academy of Science, Technology and Maritime Transport, Cairo
Bachelor degree of engineering, Power Electric and Machines.
Languages Arabic (native) and English
Ismail is an engineer with a business administration master’s from the , Arab Academy of Science, Technology and Maritime Transport in Cairo with over
nine years working experience as a consultant, Operations & Maintenance Manager and Sustainability Engineer in the MENA region. He is an expert in
operations &maintenance management , Process Optimization, Performance Management, Project Management and Sustainability Development and
Environmental Management. Before joining EFESO Consulting, Ismail was working in FMCGs manufacturing and Oil & Gas managing multiple separate
sites. During his tenure, Ismail advised a wide range of clients from the public and private sector operating in a diverse range of industries, including,
manufacturing (FMCGs, Packaging and Furniture), supply chain & distribution, trading and healthcare.
OPERATIONAL AND ORGANIZATIONAL SYSTEMS DEVELOPMENT

 Develop complete manual to realign organization around readymade HEALTHCARE MANAGEMENT AND MARKETING
factories for MODON, KSA  Develop a performance control system and managing construction
 Management System and operational manual development for SALECO, and medical equipment progress for Virus-C Treatment Centers at
KSA Luxor and Port Said, Egypt
 Develop a business model and a feasibility study for a handcrafts company  Worked on hospital management and operations assessment for
to work in Egypt, export and to have direct existence in foreign markets, Abo Alreesh hospital, Egypt
Creative Egypt, Egypt
 Work on and implement a resource conservation program in FMCGs
manufacturer, Egypt
 Implement Loss Analysis and Loss Elimination programs in a multinational MANUFACTURING AND OPERATION EXCELLENCE
food& beverage company, Egypt  Implement WCOM™ [World Class Operation Management] including
 Design new functions, processes and optimize existing processes for Autonomous Management, Progressive Quality, Planned
Makkah Commerce Chamber, KSA Maintenance, Focus Improvement and safety pillars for SC Johnson,
 Distribution network and supply chain model optimization for Al-Himmah, Egypt
KSA  Operational Excellence program assessment for Obeikan Rigid
 Process optimization for production planning& control, procurement and Plastic (ORP) plant, Al-Obeikan Group, KSA
design departments for Wahaj, KSA  Implement lean manufacturing pillar for furniture plant, APEX, Egypt
 Implement Environment Management System [EMS] in food and beverage  Develop KPIs and Dash Board for the manufacturing department for
multinational company working in Egypt furniture plant, APEX, Egypt
 Get and maintain ISO 14001:2004 in food and beverage multinational  Implement Planed Maintenance and Autonomous Management
company working in Egypt pillars for Oil& Gas company, Egypt

7
EFESO IN BRIEF

STRATEGY IN ACTION
Abu Dhabi - Amsterdam - Atlanta - Barcelona - Berlin - Brussels - Budapest - Buenos Aires - Cairo - Galway - Gothenburg
Istanbul - Lisbon - Manchester - Mexico City - Milan - New Delhi - New York - Paris - Riyadh - São Paulo - Seoul
EFESO © 2016 Shanghai - Singapore - Saint Petersburg - Stockholm - Tokyo
EFESO Consulting, Some Key Facts and Figures
 Established in 1980  Over 450 consultants with real world

 Listed on the Stock Exchange in Paris
hands-on experience capable of designing
and implementing clients strategies &
 Sales above 85 M€, profitable and action plans globally
growing by 10% CAGR
 Over 900 assignments delivered each
year across over 75 countries
 Client retention rate >90% YoY STRATEGY & OPERATIONS
ENGAGING, EMPOWERING, ENERGISING AND ENABLING
EFFECTIVENESS

EFESO Consulting, Presence in Middle East
 Established in 1999 in Egypt, and in 2007 in Saudi Arabia

 Over 200 assignments delivered in Manufacturing, Healthcare, Telecom, Goverment, NGOs,
Food & Beverage, Furniture, Real Estate, Logistic, Retail, ...etc.
 Over 25 consultants

Our Clients Have Access to Global Reach with Local Culture
 Capable of implementing client strategies and action plans globally through integrated network
 Multi-lingual, multi-national, multi-cultural
 Spanning 45 nationalities, operating from 26 offices, working as 1 team to partner with and
support clients wherever needed
Gothenburg Stockholm
‘s-Hertogenbosch Berlin
Brussels Saint Petersburg
Manchester
New York Budapest

Seoul
Atlanta Istanbul
Paris Tokyo
Working as a
Serving the Lisbon Shanghai
New Delhi
really
clients across Barcelona
Singapore integrated
the globe Milan
network
Mexico City
São Paulo
Buenos Aires Abu Dhabi
Riyadh
Cairo

A Successful Consulting Model Designed to Guide our Clients
through the Entire Transformation Journey at all Levels
 Based on sharing practical and digitalised knowledge with the intent to create autonomy
 Multiplying results by involving, engaging and mobilising the whole client organisation
 Perfect implementation in tandem with our clients to realise long lasting and measurable
improvements from anticipation to action
ANTICIPATION DESIGN ACTION

We Have a Deep Understanding of the Challenges and Needs of our
Clients
How do we win? How to prepare for How shall we

uncertainty ? grow?
What do we know What is the best What will help us

about change ? way to do the make smarter
work? decisions?
What is the best How can we fulfill What should we do

way to innovate? our potential? for our employees?
How do we attract What the is What is our ideal

customers? leadership ? organization
design ?
How do we Know How can I possibly Which systems

about global get everything should we use to
expansion? done ? track how we are
doing ?
We Support our Clients’ Transformation Connecting all our Expertise
Develop Vision
and Strategy
Strategy
Development
Mobilise the Drive for
People Breakthrough
Results
Human Operational
Dynamics Excellence Ensure
Lead and
Value Chain
Enable Change
Excellence
Sustain
Performance
Behavior
Our Portfolio of Services Bring Holonic and Hybrid Solutions
Strategy & Marketing Operational Excellence Human Dynamics
High Performance
Hybrid Growth Strategy World Class Manufacturing
Organization
Fit To Win Strategy Route To Market Performance Behavior
World Class Business

Customer Value Creation
Process
Sales Push

These Blue Chip Companies have chosen EFESO Consulting as
their partner for success
Arcelor Mittal:
Saint-Gobain:
7 projects, North-
200+ projects worldwide
America, Europe
Nestlé:
L’Oréal: 50 projects
100+ projects worldwide 25 countries
Friesland Campina:
Bel:
36 projects
29 projects worldwide
13 countries
Pirelli: Danone:
12 projects 27 projects
7 countries 13 countries
Tetrapak: Wrigley:
29 countries 13 countries
Heineken:
Coca Cola:
100+ projects
16 projects worldwide
44 countries
Outokumpu Finemeccanina:
9 countries Europe

In Egypt, We Serve Wide Range of Clients Across a Variety of Sector
MOBICA: Schneider Electric

Transformation Project Lean Office
MFFCO:
CIB, HSBC:
Manufacturing
Training
Optimization
Egyptian Commercial
Farm Frites:
Services:
Balanced Scorecard
Operational Manual
Social Fund for

Ahl Masr:
Development:
Burn Hospital - Business
Development Strategy
Plan
Mercedes Commercial AS-SONBOLAH:
Services (MCV): Marketing Assessment
Management Training and Strategy
Misr Pack: Shefa Orman Hospital:

Market Research Project Management
Al Ahram Beverages
El Sewedy Group: Company:
Business Plan Change Management
Approach
Chamber of Food: Dar El Handasa

Development Strategy Feasibility Study

In Saudi Arabia, We Succeed Building Relationships that Go Beyond
One-time Projects
STC: National Blood and Cancer

Business Process Center:
Excellence Design of a Medical Center
Obeikan:
Arasco:
WCOM/ High Performance
Supply Chain
Organization
EasternPak:
NCB:
Excellence in
Training
Manufacturing
SC Johnson: Al Rajhi Bank:

Pillar Development Training
Saudi Civil Aviation

Al Faisaliah Group
Authority:
Business Process
Balanced Scorecard
Himmah: Abdullatif Alissa Group:

Supply Chain prefeasibility Auto Strategy rollout
Study Support
Modon:
Ahyaha Medical Co:
High Performance
Pre-design Study
Organization
Sukoon International Co. :
Saline Water Conversion: Business Process
Business Process Excellence

Contacts
Head Office
117, Avenue des Champs-Elysées
75008 Paris - France
Telephone: +33 1 53 53 57 00
info.international@efeso.com
Egypt Office
Millennium Tower, 3rd Floor,
Road 90, Fifth Settlement
New Cairo, Egypt
Tel: +20 101 115 5606 / 5640 ; Fax: +202 25282722
info@efeso.com
KSA Offices
Jeddah: Al Nokhba Center – Hail St.
Riyadh : Al Khalijiah Center, Al Hussein bin Ali St. (East),
Tel: +966 11 200 5748, Fax: +966 11 456 1297
info@efeso.com


Operations Excellence Program FOR Delivery & Distribution Logistics

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Operations Excellence Program FOR Delivery & Distribution Logistics

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OPERATIONS EXCELLENCE PROGRAM

1 Our Understanding of the Delivery & Distribution Logistics 4

2 Impact of e-commerce on logistics 11

3 What EFESO is offering 18

4 Program Scope & Methodology 25

5 Examples for the Deliverables 28

6 Our Team of Experts 35

Operations Excellence in Logistics V2 EFESO © 2016 2

Operations Excellence in Logistics V2 EFESO © 2016 3

To improve the execution of logistics operations and develop business

Operations Excellence in Logistics V2 EFESO © 2016 4

Delivering on Time & In Perfect Condition (DOT&PC)

COLLECT TRANSPORT DELIVER

Origin In Transit Destination

Operations Excellence in Logistics V2 EFESO © 2016 5

COLLECT TRANSPORT DELIVER

Origin In Transit Destination

Transport & Fleet Management Customer Service Follow Up

IT Operating System (Track & Trace/ ERP)

Support Function Operation Actvity

Operations Excellence in Logistics V2 EFESO © 2016 6

Key Logistics Activities

Distribution Key Activities & Processes

• On-time • All shipments • On-time loading  Ensure • Unloading of • On time

• % of On time • Pieces are • Mis-sorted • Capacity vs • Out for Delivery • Outstanding

Operations Excellence in Logistics V2 EFESO © 2016 7

Performance KPIs Cost KPIs

% of delivery on time Data uplifted on time Cost/delivered shipment Loading cost

No. of outstanding POD No. of damaged items

Network & Transportation

Total network cost

Operations Excellence in Logistics V2 EFESO © 2016 8

Policies & Procedures Delivery Policies & Procedures

 Damaged shipment handling policy  Proof Of Delivery Capture Policy

Health & Safety Security

Cash Handling Road Safety

 Cash Handling Policy  Driver’s Manual

Operations Excellence in Logistics V2 EFESO © 2016 9

Operations Excellence in Logistics V2 EFESO © 2016 10

How the evolving e-commerce is changing logistics Activities

Operations Excellence in Logistics V2 EFESO © 2016 11

How the evolving e-commerce is changing logistics Activities

Tracking  A customer who chooses to shop online is also choosing a method

 Customer is purchasing without actually having experienced the product

Operations Excellence in Logistics V2 EFESO © 2016 12

Operations Excellence in Logistics V2 EFESO © 2016 13

2 Providing Online (all time) order status and documentation

3 Strong, instant & effective system to control payments

4 Seamless interface with existing SCM or ERP system

5 Online alerts for critical information via text or mobile

6 Information systems reports on past data analysis, delivery history, etc.

Operations Excellence in Logistics V2 EFESO © 2016 14

Key Logistics Activities & Processes

Distribution Key Activities & Processes

% of delivery on time Data uplifted on time Cost/delivered shipment Loading cost

On time notification of the

No. of outstanding POD Out for Delivery Scanning

Network & Transportation

Total network cost

Operations Excellence in Logistics V2 EFESO © 2016 16

Operations Excellence in Logistics V2 EFESO © 2016 17

Operations Excellence in Logistics V2 EFESO © 2016 18

Through our unique approach we earned the reputation of a consultancy connecting