Dimitris Dakos ΕΛ
Thessaloniki, Greece

Dimitris Dakos

Supply Chain & Operations Executive

  • Demand Planning & S&OP
  • Inventory Management
  • Procurement
  • Production Scheduling
  • Warehousing & Distribution

Over 20 years in supply chain roles across manufacturing, food retail, 3PL and hospitality, from building an integrated logistics function to running multi-site networks in Greece and Spain.

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Results at a glance

Figures from the roles described below.

€2.2m

cash flow released through stock management over three years

Philkeram-Johnson
−19%

year-on-year operating cost

OB Streem
34→133

stores served by the distribution center

AB Vassilopoulos
13

warehousing and inventory sites in Greece and Spain

Sani/Ikos Group
180

people in the largest team led

AB Vassilopoulos
€12m

largest annual Opex–Capex budget

OB Streem

Areas of work

Demand Planning & S&OP

Forecasting and supplier ordering, aligned with sales and operations through a regular planning cycle.

Inventory Management

Stock policies, replenishment and reorder points that balance service level with working capital.

Procurement

Purchasing of finished goods, equipment and services; supplier negotiation on cost, quality, lead times and service levels.

Production Scheduling

Scheduling production against demand and capacity, in close work with the plant.

Warehousing & Distribution

Multi-site operations, layout and process design, WMS, KPIs and teams.

Experience

2025–2026
Sani/Ikos Group

Group Director, Warehousing

Luxury hospitality group. 13 warehousing and inventory sites in Greece and Spain, 135 employees.

  • Demand planning for supplier orders and inventory management across all resorts; redesign of the food-supplier re-ordering system with IT.
  • Supply chain facility design for new resorts in Greece and Spain.
  • Organization, SOPs and KPI framework for warehousing and inventory.
2024–2025
OB Streem

Director, Warehousing

3PL provider. Multi-site contract logistics, 130 employees, €9–12m Opex–Capex budgets.

  • 19% year-on-year operating-cost improvement, in line with gross-margin and EBITDA targets.
  • Set-up of a new warehousing site and redesign of operations across existing sites.
  • Reorganization of the management team through the transition to group culture.
2008–2024
AB Vassilopoulos · Ahold Delhaize

Head of Distribution Center

Distribution center serving up to 133 stores. 180 employees, 10,000+ SKUs, €7–10m Opex–Capex budgets.

  • Demand planning for distribution center operations; growth of its capability from 34 to 133 stores.
  • Formulation of the company's Supply Chain Strategic Plan; member of the Supply Chain Transformation program and of Ahold Delhaize's CSE common-sourcing project.
  • Improvement projects in picking, yard & dock management and workflow automation.
2002–2008
Philkeram-Johnson · Norcros Group

Head of Logistics

Ceramic tile manufacturer. Integrated logistics function covering purchasing, demand planning, production scheduling, inventory and warehousing, 28 employees.

  • Integration of logistics activities into a single department; €2.2m of cash flow over three years through stock management.
  • Design, with IT, of order- and inventory-management systems (+9% service level, −17% inventory carrying cost); WMS with RF technology.
Read the case study →
Earlier

Sales, Philkeram-Johnson, Northern Greece & Aegean (2001–2002) · Marketing trainee, H&R Johnson Tiles, Stoke-on-Trent, UK (1998)

Systems, Automation & AI

Dimitris has worked with IT teams on the design and implementation of supply chain systems for more than 20 years. Today he uses AI tools in his daily work to build planning tools and process automations. He is not a data scientist; the focus is on knowing what to ask of the technology and where it pays off in the supply chain.

Tools he has built with AI

Web tool · free · EN/EL

AI Value-Gap Navigator

Helps a company choose which AI use case to start first and plan it so that it delivers value: up to four ideas scored on five criteria, eight design questions, and a 90-day action plan.

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Web tool · free · EN/EL

AI Supply Chain Readiness Scorecard

Twenty questions across four areas (data, process, ownership, infrastructure) give a company its readiness score for AI in the supply chain.

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Excel · built with an LLM

Reorder-point tool

Calculates reorder points for inventory replenishment from demand and lead-time data.

Systems designed and implemented with IT

  • WMS with RF technology
  • Supplier re-ordering system
  • Order-management system for purchases
  • Yard & dock management system
  • Product-flow information system for sales
  • Workflow automation

Education & certifications

Education

  • MSc Logistics Management2005University of Sheffield (CITY College) · Distinction, 1st in class
  • MSc Marketing Management1998Aston University, Birmingham
  • BA Business Administration – Marketing1997University of Sheffield (CITY College)

Certifications

  • PMP® Project Management Professional2020PMI
  • Manufacturing Systems I & II2020–21MITx
  • Lean Six Sigma Yellow Belt2025Greece Lean Six Sigma
  • Advancing Negotiation Skills2018Scotwork
  • Python 3 Programming2021University of Michigan
  • Computer Science & Programming Using Python2017MITx
  • CS50 Introduction to Computer Science2016HarvardX

Speaking, teaching & publications

  • 2003–2015

    Board member, Hellenic Logistics Society (EEL), Thessaloniki chapter.

  • Guest lecturer to postgraduate logistics students, CITY College, Thessaloniki.

  • 2006–2007

    “Proposing an integrated logistics department model: the case of Philkeram-Johnson S.A.” Paper at the International Conference on Supply Chain Management & Information Systems, Taiwan (2006), and article in the International Journal of Enterprise Network Management, Vol. 1, No. 3 (2007).

Contact

For a conversation about a supply chain role, email or LinkedIn is the quickest route.

How he approaches a new role: First 100 days →