KAYIZZI HAROLD

• Export Planning and Execution: Coordinate and manage the export planning process for shipments from East Africa (Mombasa and Dar es Salaam), ensuring cost-effective execution to all destinations. Achieve weekly export targets of 1,500 MT and 70 Containers per week. (Production Planning, Quality Supervision, Supervise Loading, export Documentation , Freight Costing, Customs Clearance and Inland Transportation) .
• Warehouse Supervision and Inventory Management (1800Sqm / 3000MT): Oversee warehouse operations, including the receipt, storage, and dispatch of goods. Ensure proper inventory management practices, accurate stock counts, and adherence to stock control processes. Manage the layout, organization, and optimization of warehouse space. Implement and maintain stock management systems for efficient inventory tracking.
• Supply Chain Analysis and Demand forecasting: Lead supply chain analyses to support strategic decisions, such as stock-to-contract allocation, freight cost analysis by product line, stock and storage forecasts, trucking forecast, and COGS analysis. Provide insights and recommendations for optimizing supply chain efficiency, driving cost savings, and improving performance.
• Procurement and Tender Management: Manage all consumable procurements, freight, and warehouse tenders, amounting to $3 million per year. Collaborate with up to 100 local and international suppliers to negotiate contracts and achieve competitive pricing. Monitor supplier performance and ensure on-time delivery of goods and services.
• Team Supervision and Coordination: Supervise a team of 11 logistics officers spread throughout the East African region to ensure smooth execution of the export and import position. Provide guidance, support, and training to team members. Foster collaboration and maintain high levels of employee engagement. Conduct cross-functional meetings to anticipate challenges and develop cost-saving proposals.
  Project Achievements
  Grew usage of Digital platforms leading to increase departmental Efficiency, Reduced fraud risk and Paper Usage to 10%.
  Implemented the Usage of logistics Digital tools such as Cargoo, Edox and the stuffing App. Also supported the system rollover from SOL 1.0 to SAP HANA

• Supply / Demand planning and stock needs projection for importation of petroleum products from TUL supply sources in accordance with TUL Supply Policy.
• Manage together with tax clearance officer Tax declarations, GPA reconciliation and boarder clearance as well as act as reference point for URA and UNBS interaction.
• Contract review for group, Bulk purchase system and open tender system for all petroleum purchases.
• Responsible for analyzing Freight options and plan for delivery truck routing from the different fuel depots both in Kenya and Tanzania as well Lubricant shipments from Paris, Dubai and Egypt
• Support in-country Depots in ensuring quick turn around times for the fleet and efficient utilization of ullage and depot/warehouse space.
• Support in stock reconciliations and audit across all fuel depots and Lubricant warehouses on monthly basis.

Project - Lubricants supply optimization.

Target: Redevelop modeling to guide lubricant demand forecasting so as to increase the gross margin return on inventory invested (GMROII) by balancing the cost of inventory at all points in the supply chain and minimizing total operating expenses (transportation, inventory and manufacturing).

Achievement: Created New Lubricants demand forecasting tool which improved demand foresting accuracy and reduced stock outs by over 30%.

As the Logistics and Warehouse Coordinator at Toyota Uganda below are were my Roles and Achievements

• Inventory Control and Accuracy: Implemented efficient measures resulting in a 15% reduction in stock variances.

Developed a comprehensive stock rotation system to maintain accurate and fresh inventory.

• Team Leadership and Operations Management: Led warehouse staff, optimizing layout and storage systems for improved efficiency.

Streamlined picking and packing processes, reducing order fulfillment time by 25%.

• Supply Chain Collaboration: Worked closely with sales and procurement teams to forecast demand and minimize excess inventory.

Ensured timely processing of shipments, adhering to documentation and customs regulations.

• Performance Monitoring and Continuous Improvement: Developed performance metrics and KPIs to monitor productivity and accuracy.

Conducted regular stock audits, achieving an average accuracy rate of 98%.

• Training and Safety: Conducted training sessions on safety procedures and best practices for inventory management.

Fostered a culture of continuous improvement, encouraging staff to identify process enhancements.

• Logistics management:In charge of parts logistics (Inventory tracking, Insurance planning, claims management and tracking, import verification-PVOC and Supervision of customs Agents).

Projects - Dealer parts operations kaizen - DPOK

Target: Developed and implemented the DPOK program to optimize and standardize supply chain activities, improved the processes of reception, administration and sourcing of parts in the spare parts stores of the dealers, under the guidelines of the parent company.

Achievement: Improved Branch efficiency, through standardizing operations across all Toyota Uganda branches. This reduced inventory holding costs by 20% in total a cross all branches due to increased order fill rates.

• In charge of parts procurement section (Purchase, inventory and supplier management).
• Identification of needs - Demand forecasting and planning (Daily Suggested order running, special order parts management )
• Sourcing, appraisal and management of Vendors
• Opening and evaluation of Quotations submitted (Competitive Bidding)
• Price evaluation, Negotiation and Comparison
• LPO generation and follow up
• In charge of section monthly performance reporting.
• Supervision of one colleague and two graduate trainees.

Achievements

• Redesigned order to shelf procurement process of parts department there by reducing departments stock months from 4.0 months to 2.9 months.
• Reduced stock lines from 9230 lines to 5230 lines though operating agile and lean supply chain thereby reducing safety stock costs.

• Attached to t National Parts Manager supported in presentation of Monthly Review reports (Departmental Balance Score Card) to MD clearly indicating departments area of focus.
• Prepared departmental activity report.
• Clearly showing areas of focus for month by all major sections of department Developed key product report for department.
• Indicating major products department was to focus for month
• Supported national parts manager in assessment tender documents that parts sales team are submitting to clients Warehouse and finance training.