Supply Chain Manager
Drake & Scull International
Total years of experience :29 years, 10 Months
•Report to the Chief Operating Officer and head the Materials Management department looking after procurement, contracts and warehousing.
•Responsible for all procurement and contracts adhering to company policies and procedures and ensuring delivery of material and completion of contracts meeting Quality, Cost and Delivery (QCD) metrics.
•Introduced an effective procurement and contracts procedure and templates within 35 days of joining the company.
•Successfully managed to automate the procurement process which was completed by Aug 2011.
•Revamped the list of approved contractors and vendors by reviewing performance of existing contractors and vendors and adding 30 new vendors and 10 new sub-contractors with potential.
•Reviewed and redesigned purchase and contract documents to improve terms and conditions to meet current national and international practices and regulations.
•Achieved savings in costs against budget of 20% and reduced delays in contracts and material delivery by 30% within 6 months of joining.
•Improved the customer satisfaction of the internal departments from 30% to 60% within 6 months from joining.
•Report to the General Manager and head the Materials Management department looking after procurement and warehousing.
•Responsible for all procurement adhering to company policies and procedures and ensuring delivery of material meeting Quality Cost and Delivery (QCD) metrics.
•Introduced an effective procurement procedure and templates within 20 days of joining the company.
•Successfully managed a project to automate the procurement process which was completed by Jun 2010.
•Revamped the list of approved vendors by reviewing performance of existing vendors and adding 46 new vendors with potential.
•Reviewed and redesigned purchase and contract documents to improve terms and conditions to meet current national and international practices.
•Achieved savings in costs against budget of 15% and reduced delays in materials delivery by 30%.
•Improved the internal customer satisfaction score of the department from 20% to 80%.
•Reported to the Managing Director and led a team of 15 in meeting all procurement and warehousing requirement of the company.
•Looked after strategic planning for procurement to enable purchase at the best prices and terms with on time deliveries and ensuring consistent savings in material costs against budgets.
•Developed and implemented effective procurement policy and system for the first time in the company in 1998 and enhanced team performance by delegation of authority with robust check and control measures.
•Managed the vendor development process to maintain a pool of resourceful and cost-effective suppliers.
•Provided on time feedback to various departments and sections on the order status and possible delays to enable effective contingency plans.
•Implemented an effective expediting system to ensure on time delivery and ensure zero delays in project execution due to material issues.
•Led the implementation of ISO 9001 in the purchase department in 1998 and ensured maintenance throughout the tenure successfully completing internal and surveillance audits.
•Delivered consistent savings in procurement costs averaging 10 to 20% per year including saving of 20% against budgeted costs in 2008.
•Identified and added about 20 to 30 new potential vendors to the vendor register enabling competitive sourcing of material.
• Enhanced skills and knowledge of employees of the department enabling the company to promote talent from within the team leading to better morale and control on attrition.
•Was responsible for estimating pricing of electrical and electro-mechanical components of various projects involving design, procurement, installation, testing, commissioning and maintenance. Ensured accurate and competitive pricing based on understanding the scope of work, calculating materials take off based on drawings, obtaining quotations for materials and subcontracts, and estimating manpower and equipment required for project execution.
•Developed project execution plans and monitored the execution phase to identify and mitigate project risks.
•Major projects handled were at Etisalat Towers in Ras Al Khaima and Al Fujairah with a cost of KD 6 million for electrical and electro-mechanical works.
•Reported to Manager Projects and managed several projects leading teams of up to 25, delivering projects on time, within the scope of work and budgets.
•Ensured efficient utilization of manpower, materials and equipment at sites for smooth and efficient project execution.
•Major projects/contracts handled include
•Maintenance of street lighting in the northern area of Kuwait, Ministry of Electricity and Water.
•Engineering, construction and commissioning of street lighting and traffic signals at intersections, National Housing Authority.
•Grounnding of street light poles, Ministry of Electricity and Water.
•Construction, commissioning and maintenance of highway lighting, Ministry of Public Works.