áTeam leader for all projects covering a new workshop being built, also alternative fueled
Vehicles i.e.: CNG and Hybrid and % electrically powered along with Telematics –
GPS GEO Fence technology.
áManaging all department performance to increase productivity from a lead time of .
Days down to . days
Very proficient with Microsoft Word and Excel also Power point and using Email on a
Daily basis, also using SAP and the implementation of Telematics into an organisationÊ
Date: Dec –Nov Almarai FMCG Company in Saudi ArabiaÊ
NATIONAL FLEET MANAGER
After accessing areas in fleet and the workshops where savings could be made, the first area was to
extend the service intervals for the fleet of tractor heads. I increased this from , to , kilometers,
by doing this we increased productivity and reduced downtime.
We saved on oil and filter changes which equated to , pounds and increased productivity by having
more vehicles in service.
As Almarai covered over ,, Kilometers tyre wear was crucial, to reduce overall tyre costs I
implemented changing the supplier from Goodyear to Michelin as I wanted to implement the four life cycle
Michelin and get better added service by increasing the casing performance.
Within the Michelin tyre program I also implemented the use of Nitrogen in tyres where the tyre Dept can
monitor all tyres which have been filled with N. Working in average temperatures of degrees plus in
Saudi Arabia, once I complied the data we could see we had increased the tyre performance by % and
reduced the number of tyre casings being used by % which equated to savings to over , pounds
throughout the year.
I implemented a two fast lane checking system with nominated staff that focused on all returning vehicles
which allowed all minor repairs such as light bulb changes and tyre changes. This allowed more vehicles
and trailers to go straight the loading docks instead of being parked up waiting for a defect to be repaired.
This increased site availability of vehicles and trailers by %.
As Almarai is the largest FMCG integrated company in the world delivering to all surrounding countries
within the Middle East.
My role was to oversee the fleet performance of the , heavy fleet vehicles and light saloon & x
vehicles to make sure the fleet was maintained to a very high standard. As the fleet was covering nearly
million Kilometers a year maintenance quality was paramount.
Budgets for the fleet and workshop were in the region of £.M
Negotiating annual contracts with service and parts suppliers for vehicles & plant equipment
The operation was on one major site including operations and fleet and the main workshop, this was a
twenty one bay workshop employing staff including first in line managers & supervisors and shop floor
Within my role there was a heavy focus on tyre performance and purchasing of OEM spare parts and as
the operation was a // delivery on time of spare parts was paramount and the performance
purchasing the correct tyre brand was crucial to overall support for the transport delivery operation.
áResponsibility for staff members covering first in line managers and shift supervisors
and shop floor mechanics numbering .
Workshop Focus on producing budgets, Reporting, Cost Analysis etc.
áAll aspects of product training and meeting with all stake holders both internally and
áMaintaining delivery performance of .% verse business requirements at peak times.
the increase of productivity and reduction of costs by daily management reports.ÊÊ
Date to Dec BOC Gases Ltd Supplying Dangerous goods to both Industry & National
and private health servicesÊ
REGIONAL TRANSPORT MANAGER Nov – Dec
I had sixty drivers’ direct reports working two shifts covering // delivering industrial and medical