Salman Farhanieh

Responsible for managing end-to-end supply planning process for Seasonal portfolio across our MEU External Manufacturing network.

• Successfully managed delivery of Christmas'24 pre season supply confirmation for entire Mondelez confectionary portfolio across Europe.
• Improved monthly reporting quality and transparency for top management
• Streamlined communication and collaboration within team

• Oversaw global finished goods supply planning for Toblerone and was responsible for entire Toblerone portfolio and Bern Supply Planning team
• Revamped stock management process increasing visibility and enabling €200K cost avoidance in 2022
• Managed non-European export market harmonization project.
• Streamlined monthly IBP cycle process and reporting, optimized tools and processes, and facilitated their adoption through change management principles leading to 40% improvement in turnarounds

• Headed Iran Supply Chain, transformed supply chain model into integrated structure, optimized supply network achieving 36% cost savings.
• Implemented logistics and customs clearance monitoring systems, implemented digital monitoring systems for MRP and DRP, managed End Market Business Sustainability project.

• Navigated Supply Planning activities for BAT's largest manufacturing facility in region during turbulent times driven by sanctions and COVID-19 pandemic
• Achieved 100% Fulfilment Ratio, reduced lead times, managed localization efforts, revamped role of Supply Planning in S&OP cycle.

• Led BAT's logistics and importation operations, reduced logistics operational cost by 18% through space and FTE optimization, increased waste management income by 200%, decreased clearance lead-time by 45%.
• Appointed as cross-functional Crisis Management Team (CMT) Lead, implemented strategic change management, restored sustained output, saved 38% annual sales volume worth GBP100 million.

• Served as Operations & Supply Chain project manager for new product introductions to end market, deployed 8 new products within 6 months, established effective relationships, introduced procedures and Ways of Working (WoW).

• Responsible for inbound, outbound, and warehousing operations during the construction and ramp-up of a newly established manufacturing facility, designed and implemented the factory warehouse complex, established transportation routes, implemented standardized procedures for logistics.

• Lead strategic productivity planning, monitoring, and management across Toyota's 7 European manufacturing facilities, headed cost reduction task force exceeding productivity improvement targets by 8% and 6% in 2013 and 2014, implemented instant productivity reporting and lean knowledge/data management system.

• On-the-job development of Toyota Way Foundations, Toyota Production System (TPS), and Toyota Business Practices (TBP), responsible for day-to-day productivity planning and reporting across 3 European manufacturing facilities, standardized process for manufacturing time benchmarking, unified and centralized monthly productivity reporting cycle.

• Responsible for analyzing future of Toyota's European supply chain operations within guidelines set by European White Paper on transport, developed Toyota Logistics Activity Simulation tool.