Humayun Kabir

Business Leader defining fit for future strategy, ensuring growth, profitability and building business capability with high performing self directed teams

Profile Summary :

Dynamic and visionary leader with 30+ years of international leadership experience in FMCG and apparel sectors. Extensive expertise in strategic leadership, supply chain management, Strategic Procurement & Contract Management, P&L ownership and operational excellence. Extensive expertise in End-to-End Supply Chain Transformation, Integrated S&OP, SAP ERP Optimization, Digitalization, Budgeting, Cost-to-Serve Optimization, Financial Acumen. Proven Track Record to drive revenue growth, optimize costs, improve cashflow and deliver sustainable business transformation. Recognized for building high-performing self-directed teams, enhancing governance practices, and aligning business objectives with market trends.

Key Skills & Expertise :

• Strategic Leadership & Business Transformation
• P&L Management & Financial Performance
• End-to-End Supply Chain Strategy & Optimization
• Manufacturing & Operations Excellence
• Embedding a robust integrated business planning process (IBP / S&OP)
• Business Development & Client Relationship Management
• Corporate Governance, Ethics & Compliance
• Change Management & Continuous Improvement (Lean, Kaizen, 5S)
• Board-Level Collaboration & Stakeholder Engagement
• Building & Leading High-Performance self-directed Teams
• Optimizing ERP Systems in line with best practice planning & Execution processes

Key Achievements :

• Successfully developed, aligned Business, E2E supply chain Strategy Converted Strategy into detail actionable plan, policy, procedure, KPI dashboard, achieved business results in line with strategic objectives working in different companies in Asia and Europe. 
• Built and developed high-performing self-directed teams across Asia and Europe. 
• Strong business financial knowledge with excellent expertise in defining, analyzing KPI dashboard, -
• Excellent expertise in establishing and analyzed KPI dashboard, identified areas of improvements, preparing action plan & projects, achieved significant improvement in business performance
• Delivered revenue growth: 37% at BAT Bangladesh, 33% at BAT Romania, 17% at HRM Sourcing.
• Successfully launched 100+ new products/month through efficient NPI processes.
• Increased forecast accuracy from 61% to 86%, improving planning stability.
• Achieved customer service levels of 98% OTIF consistently.
• Saved £34M through collaborative planning and supplier negotiations

Executive Career Experience :

Chief Operating Officer | HRM Sourcing Limited, Bangladesh :

May 2018 – Dec 2021

Provide strategic leadership and vision for end-to-end supply chain management, procurement, logistics, and operations across multi-country manufacturing networks.

• Lead 38-member team (10 direct, 28 indirect) managing partnerships with 11 third-party manufacturers, 7 fabric suppliers (China), and 12 accessory suppliers.
• Established robust S&OP and MTO supply chain model, improving OTIF to 98%, reducing cost by 8%, and increasing profitability by 38%.
• Strengthened supplier governance, optimized SAP processes, and implemented digital visibility for inventory and logistics.
• Built institutional capability for long-term operational resilience, integrating compliance, financial forecasting, and KPI dashboards.

Director | Creamery Twist, United Kingdom :

Sep 2014 – Dec 2017

Founded and operated a successful food retail and manufacturing start-up, overseeing strategy, operations, finance, and supply chain.

• Reached breakeven within six months of launch.
• Achieved daily sales of £1300; successfully sold business for profit.
• Reduced material costs by 15% and employee costs by 10% through process optimization.

Head of Planning | British American Tobacco, Western Europe :

Jan 2010 – May 2014

Developed Strategy, directed regional supply chain and materials planning, supplying about 60 billion cigarettes to 57 countries managing £450M spend across 7 factories and 4 third-party providers. Dealing with 60+ suppliers across the globe. Fostered Partnership and Collaborative Planning with Key Major suppliers and customers.

• Established best practice Demand Forecasting, Rough Cut Capacity, Manufacturing, NPI, procurement, Ware house, Logistics planning processes and fit for future organization structure   
• Achieved step change in performance and business strategic objectives.
• Generated £34M in savings and reduced write-offs by £2.5M.
• Increased Materials availability from 88% to 99.7% across all factories in Western Europe
• Reduces raw materials inventory from 56 days to 40 days, finished goods inventory from 72 days to 45days
• Improved OTIF delivery to 98% and raised materials availability from 88% to 99.7%.
• Redesigned logistics network, saving £1.5M annually and halving lead time.
• Led SAP migration and established robust S&OP processes across Western Europe.

Supply Planning Manager | British American Tobacco, Romania :

Jan 2007 – Dec 2009

Led Strategy, transformation of Western Europe supply chain operations, consolidating planning hubs and improving efficiency.

• Led, managed transformation of Western Europe Future Operating model as set out in the strategy in 2006, 
• Migrating all planning activities of 7 factories of Western Europe regional operations into a central planning hub based in UK. While closing 4 factories across Western Europe
• Successfully Establishing centralized planning hub, establishing Toll Manufacturing Process with 7 factories and One Stop Shop for all Customers, supplying to 78 countries across the globe.
• Led SAP-R3 implementation, standardizing planning and procurement processes across multiple markets
• Increased Materials availability from 86% to 97%, reducing inventory by 30%.
• Improved conformance to plan from 85% to 96%, and factory utilization from 48% to 56%.
  Enhanced customer OTIF delivery from 89% to 97%.

Supply Chain Manager | British American Tobacco, Bangladesh :

Aug 2003 – Dec 2006

Established the first integrated supply chain organization at BAT Bangladesh, implementing SAP and operational excellence models.

• Increased forecast accuracy from 68% to 84%, generating £2M in savings.
• Improved factory efficiency from 56% to 61%.
• Reduced raw materials inventory by 43% and finished goods inventory by 38%.
• Increased OTIF delivery from 89% to 96%.
• Reduced working capital by £4M.

Earlier Career (1984 – 2003) :

Held progressive leadership roles at BAT Bangladesh, including Manufacturing Manager, Project Manager, Planning & Logistics Manager, and Technical Services Manager. Gained expertise in planning, manufacturing, logistics, and project leadership.

Technical Proficiency :

ERP, SAP-ECC, APO, RCCP, PP, MPS, MRP, MS Office Suite

Education : 

Diploma in Power Engineering - 1979

Diploma in Power Technology - 1979