Asim AlSarhani

Aramco & DHL JV

Customer Relationship Management (CRM) - Forecast and analysis team, contributing to strategic planning and decision-making.
• Provide exceptional support to internal and external customers, exceeding their needs and expectations.
• Completed 7 safety observations, identifying, and recommending improvements for a safer work environment.
• Generated 5 innovative ideas to enhance efficiency, cost-effectiveness, and overall performance.
• Implemented 3 process improvement ideas and advance data analysis report, increasing efficiency, productivity, and
decision making.
• Automated report generation and data entry through Microsoft Access databases, reducing manual effort and improving
accuracy. Developed another database for enhanced inventory management.
• Proactively enhance customer satisfaction through tailored services and personalized support. Successfully addressed
customer concerns, increasing customer retention.
• Led and presented in 2 major customer exchange meetings, fostering communication and collaboration for improved
outcomes.

Risk Champion, S&OP Team Lead, Transformation Leader, and strategic business planning focused on improving SCM,
budgeting, cost controls, and overall plant performance spanning two teams in different locations while supporting a
manufacturing team across eight plants. Increasing productivity by performance excellence, expense, and OPEX/CAPEX
reporting functions for the manufacturing platform and improving efficiency by improving MRP, sales, marketing, and HSSE.
• Raised operational quality by driving excellence and supported successful manufacturing/warehouse audits while creating
plans to resolve any issues by developing and implementing effective SOPs and KPIs.
• Reduced inbound/outbound cycle time by 83%, logistics costs, and mitigated potential penalties by leading internal lean
six sigma initiatives. Abridged process defects 40% by driving lean six sigma methodologies.
• Communicate strategies and objectives with relevant departments and colleagues. Identify any risks regarding changes
and develop a strategy to overcome or address these. Create a systematic approach to evaluate the success of any
adjustments made within the organization and present any findings. Ensure the business runs in a compliant manner.
• Realized a savings of over SAR 20M annually by delivering a large-scale initiative forecasted - focusing on priority, capacity
planning, and resource optimization. Grew profitability by reducing overall costs by carrying out improvement initiatives
and operational excellence—secured SAR 15.6M annually by elevating warehouse capacity and inventory accuracy by
improving processes.

Enhanced industrial sector energy efficiency and sustainability by maintaining industrial energy-efficiency performance reports
and leading a team of 20.
Key Highlights:
* Achieved business objectives by analyzing energy consumption and collaborating with 11 Government Entities and
International Consultants.
* Drove beneficial and acceptable energy-calculation and tracking applications for the industrial sector.

Acting Manager / Leader Oct 2015

Improved raw materials delivery planning for ARASCO Alkharj and Dammam plants. Delivered supply chain management expertise; Achieved potential improvements in delivery times and transport costs; eliminated logistics problems; maintained service quality and ensured compliance with budgets.

Key Highlights:

• Saved approximately SAR 30M in vessel discharge with the design of an Excel model for planning optimization.
• Secured SAR 1.5M monthly for Alkharj and Dammam feed mills by improving dispatch process and reducing demurrages.
• Diminished double handling 90% through effective planning and coordination of production operations, thereby eliminated RM shortages.
• Decreased delivery process time cycle by 25%, ensuring high levels of services, safety, and quality by strategies planning.
• Saved SAR 1.3M monthly with improved warehouse/storage capacity and material movement.

Contributed to the safety and quality of six production lines while focusing on reducing waste and optimizing adherence to H&S regulations via effective allocation of resources.

Key Highlights:
• Enhanced machine utilization for automatic welding machines by introducing effective quality procedures.
• Boosted internal quality systems of manufacturing and support division through the application of Total Quality Management (TQM) program in alignment with global standards.
• Acknowledged multiple safety issues; reported on concerns and secured buy-in to recommendations by creating a project report.