Supply Chain Inventory Management

LINUS MUHANGUZI

BSC ACCOUNTING AND FINANCE

Cell: +256-*********, +256*********, +256********* Email: **************@*****.*** PROFESSIONAL PROFILE

A confident, multi-skilled, multi-

talented, self-driven and capable

Supply Chain Specialist with

excellent knowledge of finance,

logistics and Inventory

Management.

Exceptional analytical and

problem-solving skills and able

to provide financial information

to all areas of business whilst

ensuring that all management

information is accurate.

Results driven finance

professional, having a proven

ability to drive out

inefficiencies through process

improvement as well as assist in

maintenance and development

of financial systems and

accounting procedures.

Experience in Supply chain

Management in FMCGs, Retail and

e-Commerce Businesses.

Active & dynamic team leader.

Now looking for a new challenging

and more exposure in logistics-

commerce and Supply chain

industry.

AREAS OF EXPERTISE

Budgeting.

Tax Management.

Inventory management and Reconciliations.

Supply chain and Operations management.

Reporting & data analysis expert.

Financial Analysis and projections.

PROFESSIONAL EXPERIENCE

Certified Supply chain Specialist (CSCS) with

DHL

Supply and Optimal Inventory management

skills.

1st December 2023 to date:

Engie Energy Access Uganda

Retail Inventory Manager

Key responsibilities: -

1. Inventory Management: Overseeing the inventory

levels, including stock control, replenishment, and maintaining accurate records of stock movements.

2. Demand Forecasting: Analyzing sales trends and

historical data to forecast demand and ensure optimal stock levels to meet customer demand without

overstocking.

3. Supplier Management: Coordinating with suppliers to ensure timely delivery of goods and maintaining good relationships to secure favorable terms and pricing. 4. Inventory Analysis: Conducting regular analysis of inventory data to identify slow-moving or obsolete stock and implementing strategies to minimize inventory

holding costs.

5. Process Improvement: Developing and implementing efficient inventory management processes and systems to streamline operations and reduce costs.

6. Loss Prevention: Implementing measures to prevent theft, damage, and loss of inventory, including security protocols and inventory control procedures.

7. Team Management: Supervising and training

inventory staff, including scheduling, performance management, and fostering a positive and productive work environment.

8. Reporting and Communication: Generating regular reports on inventory performance, communicating with stakeholders, and collaborating with other departments such as sales and operations to ensure alignment with overall business objectives.

9. Compliance: Ensuring compliance with regulatory requirements, such as safety standards, product

labeling, and environmental regulations related to inventory management.

10. Continuous Improvement: Identifying opportunities for process improvement, cost reduction, and efficiency gains, and implementing best practices to enhance

overall inventory management effectiveness.

Overall, the Retail Inventory Manager plays a critical role in ensuring that the right products are available at the right time, in the right quantity, and at the right location to meet customer demand while optimizing

inventory investment and operational efficiency.

13th March 2023 to 31st November 2023:

KYOSK DIGITAL SERVICES LIMITED

Senior Demand and Supply Planning Manager

Key Achievements thus far: -

Demand Forecast Planning:

Before I joined the business there was scattered demand planning, where stocking was mainly driven by Commercial teams’ gut feel.

When I joined the Kyosk digital services, I Initiated a template which looked at the available data from the previous months’ Revenue performance data per SKU, per region/Market and this gave the business an informed Run rates to use while forecasting for future demand. Supply Forecasting:

Before I joined the business there was scattered supply planning, where by Suppliers/Vendors would just deliver Inventory as their own Convenience which would stretch resources and funds which are available.

When I joined the Kyosk digital services, we initiated an analytics work template which we now link to the daily Sales requirements to determine and project how long the current Inventory holding will take and putting into considerations like Lead-times, Supplier delivery Windows and Logistics requirements as Warehouses which improved (JIT) just in time Inventory replenishments. SLOBs (Slow moving & absolute stock) Levels:

When I joined Kyosk digital Services, I found the SLOB’s Percentage to total business Inventory holding at 23%. This Implied that 23% of Stock occupying Warehouse space is actually not making any revenue.

When I joined the Kyosk digital services, I Implemented Weekly review of SLOBs reports with Area Commercial Managers and we would derive actions on how to support in reducing the SLOBs, and by following the Demonstrated Run rates from data analytics, we noticed a decline to less than 6.4% in June 2023.

SKU’s Rationalization to Improve Margins:

When I joined Kyosk digital Services, the main Business focus was of delivering Gross Merchandising Value irrespective of what Gross Margin is achieved. After understanding the business dynamics, I embarked on a process of Classification of all Items being sold to best understand how much each contributes to the revenue and Margins for the business. This process enabled improvement of Business Margin from 1.2% to Current 3.7% for May Performance. 22nd August 2022- 9th March 2023:

COPIA UGANDA LIMITED

Inventory Manager.

Key Achievements so far:

Operations Planning.

When I joined the business there was a delay in Order fulfilment and returns management which would result in lost revenue from orders not fulfilled on time. When I joined the Copia business, I Initiated a process of Same day Processing of returns and receipts processing by allocating a night team since most of the trucks from the market were returning in the night. This helped to reduce the posting times from 12 hours to 3 hours processing of return and real-time processing of inventory received at the warehouse.

Inventory Control.

When I joined in August 2022 Copia the rate of stock loss and unaccounted stocks was at 5% of total throughput. We then introduce a process of daily Cycle counts and on-time declarations of any Inventory damages, it helped to reduce this percentage to less than 1% by End of January 2023. Demand &Supply Planning:

At my time of Joining Copia business there was less visibility of Physical Inventory as the Fulfilment center, and this would lead to Overstocking and understocking on critical SKU’s. Then my team and I came up with two daily reports which would give stakeholders a clear overview of daily run rates and stock holding for each of the 2017 SKU’s available and hence it reduced revenue loss due to Out of stocks from 2.6% to less than 0.25% as at end of January 2023.

Health and safety management:

Copia Fulfilment center being a bee-hive of Activities on a daily basis, I observed a need for Monthly health and safety training to minimize risks of accidents, product damages and contamination. So, when I joined Copia business, I introduced a process of storage, handling and kitting of items by category and ensuring that we follow the recommended product storage matrix at all handling stages. This reduced damages, contamination and Product spillages which were leading to business losses. Operations Cost Optimization:

At the time I joined Copia, the company was spending about 82M Ugx on temporary staff (133 staff) Monthly while handling an average of 78K orders monthly and I realized it was too costly to receive, Pack and Dispatch Orders. Then I came up with a model that looked at productivity per person and was able to arrive at current Optimum number of (77 Staff) who still deliver 130K Orders monthly at a cost of 28M Ugx which improved by 76%.

Supplier Management:

When I joined Copia Uganda, there was huge risk on Suppliers not being paid on time due to delays in Invoice reconciliations by receiving and finance team, this would lead to OOS for some SKU’s. We came up with a Process that required an introduction of Goods received Notes and Goods Rejected notes, these documents helped to ease reconciliations for Suppliers who deliver partially and those that deliver damaged or Wrong Items to have real time supports for their deliveries. This process helped to Improve payments terms to immediately.

Inventory Management.

I Joined Copia business and found the Inventory accuracy at below 95%. When I joined, I shared with Management and idea of doing daily Cycle counts and having dedicated staff per Category location. This brought about accountability and made tracking of issues very easy, and by end of January 2023 our Inventory Accuracy is at 99.59%

Fulfilment Management (Picking, Kitting and Staging). In August 2022, Copia Uganda was taking 3 hours to Pick Stocks, 10 hours to Kitt Orders and 2 hours to do stagging of Orders.

Upon joining the Copia business, I noticed an opportunity of Increasing productivity by segregating duties and having the right skill for each role and well as doing some basic Inventory management training. And by the End of January 2023, picking 600 SKU’s takes 1hr, Kitting takes 6 hours and staging of orders takes 45 minutes.

July 2016 to 12th August 2022 DHL Supply Chain international limited (UNILEVER CONTRACT) Customer Facing Specialist (SAP)

Responsibilities

Order Processing to the HUB

Transport Planning

Customer Service

Order Billing and Credit notes Processing

Stock take Processing and Variance Posting.

Warehouse and Operations Management.

Stock Posting.

Performance Management.

March 2013 to May 2016 DHL Supply Chain international limited (DIAGEO CONTRACT) Inventory Controller.

Responsibilities

Analyzing Variance reports and advising management of the Controls to curb variances.

Aging management of the Product.

Circulation of weekly reports on stock loss and exposure.

Managing the Stock taking Process and Explaining variances to Top Management.

Reporting to management the trends of Stock loss and advising accordingly on the way forward.

Data base management, I was responsible for creating new Customers and materials.

System and Interface analysis.

Controls and Compliance

Account managements.

Analysis and Projection planning

2012 - 2013 DHL Supply Chain international limited WMS Analyst

Responsibilities

Verifying and recording the materials and Goods delivered at Sites both UBL and the DHL site.

Entering the daily receipts and issues to trade in the system (WMS).

Circulation of weekly reports accruing from the daily Dispatches, receipts and stock positions.

Carrying out daily reconciliations of System and Physical stock statuses.

Reporting daily Operational activities on Site to the operations manager. 2011 – 2012 Insurance Company of East Africa

Tied General Agent

Responsibilities

Marketing various all general products of the company.

Carrying out normal sales of the insurance products.

Sensitizing clients on the various benefits of each of the products the company offers. 2009 – 2010 British American Tobacco Uganda

Stores Clerk

Responsibilities

Verifying and recording the materials and Goods delivered at the main GLT plant in Kampala.

Entering the daily receipts and issues into the stock sheet and the database.

Preparing weekly reports accruing from the daily issues and stock positions. EDUCATION

2008-2013 Bachelor’s of Science in Accounting and Finance (Second Class Lower) Kyambogo University

2005-2007 Uganda Advanced Certificate of Education St. Joseph’s Vocational School

2001-2004 Uganda Certificate of Education

St. Joseph’s Vocational School

1994-2000 Primary Leaving Examination

Chad wick Namate Primary School

COMPUTER SKILLS

Proficient in all MS Office applications.

Proficient in Tally applications

Proficient in Warehouses management Systems.

Proficient in MS Access.

Proficient in SAP

Proficient in Microsoft Power BI

REFEREES

1. Mrs. Maria Kaguhangire

Barifaijo

Uganda Management Institute

UMI)

Department of Human

Resources

Tel: 078*******

*****.************@*****.***

2. Hazel Twesigye

Country Director

Kyosk Digital Services

P O Box 108240

Plot 15B, Bandari Close

Tel: 077*******.

Email. *****.********@*****.***

3. Anthony Kizito

Warehouse Operation Manager

DHL SUPPLY CHAIN UGANDA

P o Box 7180

Kampala

Tel:077*******

*****.*******.******@***.***

4. Nkuruningi Ishmael 5. Jude Muhaya

Site Operations Lead Operations Director

DHL Uganda Ltd Kyosk Digital Uganda

P O BOX 7180 P O BOX 108240

Port bell, Luzira Plot 15B, Bandari Close

Tel: 070******* Tel: 075*******

Email:*******.**********@***.*** *****.****.******@*****.***.

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