Experience

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  Middle East Oil Refinery (MIDOR)

  • Egypt
  • Oil and Gas
  • 400 - 500 Employee

  • Executive General Manager

    • Aug 2021 - Present

  • Executive General manager, Production Planning

    • Mar 2015 - Sep 2021

    - Mange, Co-ordinate and control all production Planning activities and processes to ensure that production targets are met in a cost effective and timely manner whilst maintaining operational integrity of assets and keep high level of HSSE awareness among the subordinates and labors. -Establish and ensure a reliable and effective supply chain process for crude oil, with the integration of all crude supply envelops.

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  TAQA For Marketing Oil Products (S.A.E)

  • Egypt

  • Supply & Distribution Manager

    • Jan 2015 - Mar 2015
    • Egypt

    - Managing the Fuel Depot Facility in accordance to the management manual.- Undertake the responsibility of planning and organizing the Fuel Supply & Distribution service activities across the country.-Establish and ensure a reliable and effective supply chain process, with the integration o...

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  Shell

  • Operations Excellency Manager

    • Jun 2011 - Dec 2014

    Managing and coaching Operations Staff (Depot, Supply, Road Transport, HSSE) in terms of aligning process and procedures across Africa and Middle East to match Shell's standard, in terms of quality and efficiency.Operations Excellency is a continuous Improvement process, which focuses on improving staff competencies that would be reflected on improving of department performance and operation Integrity, via regular review of Operations Excellency Process.

  • Country Fuel Supply & Depots Manager

    • Jan 2004 - May 2011

    -Managing the joined Venture Facility in accordance to the joined venture management manual.- Undertake the responsibility of planning and organizing the Fuel Supply & Distribution service activities across the country.- Mange, Co-ordinate and control all production operation activities and processes to ensure that production targets are met in a cost effective and timely manner whilst maintaining operational integrity of assets and keep high level of HSSE awareness among the subordinates and labors.Achievements: •Build up a very wide and strong network of relationship with SME stakeholders like (EGPC, Ministry of Petroleum, All state owned companies, competitors, Refineries, Ministry of Internal Trading, Ministry of Internal Affairs, etc ………………..) that reflected back and affects on achieving SME Targets through achieving a linear fuel sales growth by 8-10 % annually.•Achieving the BIC (Best in class depot in Africa Region).•Successfully get Africa Safety award (For achieving of 1million working hours without incident).•Successfully achieving and exceeding the company targets in terms of volumes, unit cost, and margin unit cost.•Successfully increasing the supply points by 14 new supply points to secure and cover the increased customer demand.•Positively enhancing and maintaining a tide relationship with 3rd party people and EGPC. •Effectively utilizing the fleet by developing the most balance fleet optimization between Shell Fuel Depot and 3rd party depot. •Negotiating effectively with EGPC to increase the JV depot shares among the depots located in the same area.•Initiating a KPI’S monthly reports to measure the supply unit performance to help the SME management team to assess the performance and it was recognized as the best practice among the North Africa Companies

  • Country Fuel Supply Manager

    • May 2002 - Dec 2003

    - Manage and control implementation of the Fuel Operations (Through 3rd party depots) to all SME customers according to the T&R Plan, ensuring a reliable, safe, high quality and cost /time efficient deliveries of products.-Manage the production process of the Shell coolant at 3rd party site according to the specified Service level agreement in accordance to shell quality Std. - Job Dimensions:• Annual Budget : 3 ML.E/Year• Volume Throughput: 550 KM3• Cost of product : 450 ML.E• No. of customers : Retail S.S = 35, Commercial = 10, Industrial = 20 - Subordinates :Direct reporters: 5 Contracted staff (Foreign Depots Dispatchers) • No. of Contractors : 4 Transportation Contractors • 3rd Party Depots : 28 3rd Party Depots Achievements:•Successfully build up a network of relationship with key stakeholder in all working depots covering the country either state owned or multinational ones.•Successfully achieving and exceeding the company targets in terms of volumes increasing by 11%, unit cost decreasing by 7 %, and over all increase in the unit margin.•Successfully increasing the supply points by 6 new supply points to secure and cover the increased customer demand.•Positively enhancing and maintaining a tide relationship with 3rd party people and EGPC. •Effectively utilizing the fleet by developing the most balance fleet optimization between Shell Fuel Depot and 3rd party depot. •Contributing positively in enhancing the level of HSSE between the Transport contractor and dispatchers.

  • Production Manager & HSSE Focal Point

    • May 2000 - Apr 2002

    - Mange, Co-ordinate and control all production operation activities and processes to ensure that production targets are met in a cost effective and timely manner whilst maintaining operational integrity of assets and keep high level of HSSE awareness among the subordinates and labors.Job Dimensions:• Asset : 10 M L.E• Annual Budget : 2.5 ML.E/Year• Annual Production Throughput : 30K MT• Subordinates :Direct reporters : 2 Shell StaffContracted staff : 35 Labors and Technicians Achievements:•Initiates and Develops training programs to include operator competence decisions.•Managing the resources in the most cost effective manner.•Initiate a Production guideline Booklet that was consider the best practice among North Africa Companies. •Steer the wheel of production unit cost by 10 % down.•Prepare a contingency plan for the unexpected and unscheduled production circumstances.•Build up historical database for production.•Develop an auditable monitoring system (check lists, production instruction, etc.,)•Raise up all production problems and optimizations of facilities to reach a breakthrough in production.•Sets out a quality monitoring system to be followed during the production process.

  • Quality Control & Quality Assurance Manager

    • Jan 1997 - Apr 2000

    - Manage and monitor all operational activities concerning Quality Control and Quality Assurance according to Shell Standards and Global Standards, also to implement the vendors assessment programs as to ensure that the products is completely satisfying Shell’s customers.Job Dimensions:• Asset : 3 M LE• Annual Budget : 250 KLE/Year• Annual No. of Tested Samples : 1500• Subordinates Direct reporters : 1 Shell StaffContracted staff : 6 Chemist & Technicians Achievements:•Successfully build up a network of relationship with key stakeholder (Suppliers (Plastic, Carton, Base oil,……) that affect dramatically in targets achievements. •Initiates successfully a booklet containing all the quality procedures and work instructions to facilitate the work.•Contributes positively in constructing the ISO 9002 system and acquiring a certificate as an internal auditor.•Successfully introduce a new testing technique which tremendously decrease the testing time and cost.•Imitates a customer complain procedures to section to satisfy our customers and to know exactly their needs

  • Warehouse Manager

    • Mar 1995 - Dec 1996

    - Mange and control stocks and customer deliveries versus their needs to ensure customers fulfillments, also to continuously improve and develop the warehouse facilities in such a way to meet safety requirements and ensure cost/time efficiency, observe and maintain HSSE standards on all aspects of warehousing and dispatch.Job Dimensions:• Asset : 2 M LE• Annual Budget : 2,500 KLE/Year• Cost of products : 120 MLE• Subordinates :Direct reporters : 2 Shell StaffContracted staff : 35 labors Achievements:• Initiates a new warehousing design and system.• Initiates a historical data base system for dispatching program.• Decreasing the transport unit cost.• Successfully increasing the average load of the trucks which decreasing dramatically the transport unit cost and increased the drop size and decrease the no. of partial shipment to customers.• Conducting a regular training program about warehousing and dispatch for all labors.