Operations Transformation · Distribution

GCC distributor lifts OTIF from 78% to 97% across 14 markets

OTIF improved from 78% to 97% across a JAFZA hub serving 14 markets in 12 months.

The challenge

A regional GCC distribution operation was missing service-level targets across its 14-market footprint. On-time-in-full performance had drifted to 78%. Customers were escalating, sales were exposed, and the operations team was firefighting daily.

The root causes were not in the warehouse. They sat across forecasting, supplier management, customs, and the handoffs between commercial and operations teams. Fixing one without the others would have moved the problem, not solved it.

Our approach

• Re-engineered the end-to-end fulfilment process from supplier PO to last-mile delivery across the JAFZA hub.
• Deployed a structured S&OP rhythm linking demand planning, procurement, and warehouse operations.
• Introduced exception-based KPI reporting so the team intervened where it mattered, not on noise.
• Built leadership and supervisor capability across the operation through structured coaching.

The outcome

“Jim delivered results in one of our most operationally complex regions. He navigated cultural, workforce, and commercial challenges simultaneously and did it without drama.”