Experience | Adnan - Supply Chain Professional

Excellence in Logistics, Powered by Professionalism

Connecting the Dots, Seamlessly

Sherry Consultants International

(Trading Division - FMCG, Meat, Food, Metals)

Islamabad & Karachi, Pakistan

Led end-to-end supply chain for retail distribution (300+ stores), 20+ government contracts, and GCC exports, managing PKR 500M+ procurement across FMCG, Halal meat, food/catering, and metal commodities.
Directed strategic procurement, cold-chain logistics (5 sites), ERP-driven inventory (FIFO/FEFO) in 8+ warehouses, nationwide fulfillment, reducing 25% order-to-delivery cycle time for uninterrupted operations.
Oversaw import/export logistics and GCC regulatory compliance, achieving 98% on-time delivery, while negotiating with 200+ vendors/clients to deliver 12% cost savings, improved cash flow, and 15% supplier performance improvement.
Improved dock-to-stock time, capacity utilization, picking productivity, order fill rate, and perfect-order performance across large-scale nationwide operations.

Health Medicine Company W.L.L

(Pharmaceuticals Import / Distribution)

Doha, Qatar

Managed local and international (USA, EU, Asia) sourcing, RFQ/RFP/POs, and contract negotiations, delivering 10% cost savings while maintaining MoPH and GCC compliance.
Led pharmaceutical procurement (QAR 20M+) and logistics, overseeing multi-vendor sourcing, import customs clearance, and cold-chain operations with 100% on-time delivery and zero regulatory deviations.
Controlled inventory (300+ SKUs) and distribution (250+ sites) using FIFO/FEFO, improving warehouse accuracy to 100% and reducing expiry losses by 15%.
Monitored purchase price variance, order fill rate, requisition-to-PO cycle time, supplier OTIF, and perfect-order rate to strengthen purchasing and service performance.

National Logistics Corporation (NLC)

Rawalpindi, Pakistan

Led multimodal logistics (land, air, sea, rail, 3PL, 4PL) and end-to-end supply chain for strategic projects, ensuring seamless last-mile delivery and stock availability.
Managed 250+ vehicles / 200+ team (drivers and maintenance), improving fleet efficiency by 20%, reducing downtime by 15% by preventive maintenance, routing optimization, scheduling, inspections, and fuel control.
Directed procurement and contracting (POs, RFQ/RFP, tenders) for EPC, F&B, and equipment, achieving 20% cost savings via vendor negotiation, compliance control, and returns/repairs management.
Controlled $100M+ budgets and supervised 10+ warehouses (800K sq ft) with 40K+ SKUs, delivering 99% inventory accuracy, 30% space optimization, and 25% faster deliveries.
Managed electronics, metals, plastics, wood, rubber, chemicals, fuel / oil / gases, clothing, scrap, amenities, fresh, dry, and frozen food (perishables and FMCG), including wall-to-wall stock / cycle counts.
Ensured ISO 9001 / 45001 compliance, reducing incidents by 20% and spoilage by 15%, while strengthening workforce performance through 50+ trainings for 1,000+ employees.

Ali Bin Ali Holding

www.alibinali.com

Doha, Qatar

Leading end-to-end Demand & Supply Planning across FMCG divisions, managing 20+ principals including Alcoa, Alpro, Bel, Barilla, Papadopoulos/Caprice, Borgat, Danone, Dr. Oetker, Flora, Andros, Bazooka, Camel Nuts, Heinz, Lindt, MARS, BAT, Naar, Zengaz, and Lipton; ensuring availability and optimizing working capital.
Managing annual purchase budget of QAR 600M; driving Forecasting, Inventory Optimization, and Procurement to minimize stock-outs and excess inventory.
Overseeing global (15+ origins) procurement (sea/land/air) for 100+ containers per month, coordinating with major shipping lines (MSC, Maersk, CMA CGM, Hapag Lloyd, etc.) shelf life, ageing, expiries, and non-performing inventory to improve stock turnover, reduce write-offs, and enhance working capital.
Leading S&OP with cross-functional teams including Insurance, legal and audit; resolving MoPH and MoCI regulatory issues; improving supplier, shipment, and warehouse performance; utilizing Oracle ERP for planning and control.
Tracking 6 core planning KPIs - DOS, inventory turns, forecast bias, fill rate, OTIF, and purchase-to-receipt lead time to strengthen portfolio performance and working-capital efficiency.
Driving customs clearance efficiency and warehouse optimization through clearance lead-time control, space utilization, put-away discipline, and inventory flow improvements to reduce port/warehouse delays, handling cost, and storage congestion.