Mohammed Al Fardan

Heading and leading the Group Procurement function of 153
professionals for The Red Sea Project, AMAALA, and other new confidential projects for all procurement functions:
1. Vendor Management - identifying, registering, and pre-qualifying consultants/contractors/suppliers.
2. Development Procurement - procurement of master planners and design consultants for feasibility studies and masterplanning of projects which are presented to the Board of Directors for approval.
3. Projects Procurement - procurement of design consultants for the asset design development, and procurement of contractors for construction phase.
4. FF&E Procurement - procurement of agents for FF&E/OSE, and direct procurement of FF&E/OSE for the built assets (hospitality, residential, offices).
5. Operations Procurement - procurement of operators for the built assets (airport, healthcare, and facility management).
6. Corporate Procurement - procurement of all consumable and non-consumables items, and contracts for the support functions (marketing, HR, legal).
Key tasks and achievements:
• Built a team of 110 procurement, supply chain, and project management professionals within 2.5 years span.
• Established a vendor management team responsible for the identification, registration, and pre-qualification of vendors during a difficult market capacity shortage in Saudi Arabia.
• Established a contractor category classifications system for the evaluation and shortlisting of more than 1, 000 contractors.
• Awarded in excess of 1, 420 contracts having an aggregate value in excess of SAR 21 billions.
• Negotiated large scale construction, and operation contracts to achieve savings through leveraging the connections with contractors/suppliers Owners and Executives.
• Chaired the Procurement Panel responsible for the approval and endorsement of procurement strategies, and recommendation reports for award.
• Championed the Group-level procurement risks and mitigation measures.
• Represented The Red Sea Group on PIF-led initiative at a national scale (ie local content, unified pre-qualification process, framework agreements templates, etc.).
• Represented The Red Sea Group with external stakeholders (government sectors, and private investors).
• Participated as a key member of the Executive Steering Committee in the roll-out of the SAP Enterprise Resource Planning (ERP) solution across the business.
• Established bulk procurement strategies to achieve cost savings, and expedited awards by bulk procurement through framework agreements of materials and equipment (ie vertical transportation), construction, and consultancy services.
• Updated the procurement management manual to align with the best industry practices that include the overarching policy, governance and structure, and procedures.

Member of the Executive Management team at AL-AYUNI Investment and Contracting Company that led and managed the supply chain function.

AL-AYUNI Investment and Contracting Company is a recognized First-Class contractor in Saudi Arabia. AL-AYUNI operates in several business lines including roads and bridges, railways, buildings, equipment O&M, education, information technology, marble and mining, precast production, water and power, gas, real estate, automotive and manpower services.


Key tasks and achievements:
• Managed the supply chain for several prestigious projects in KSA with a cumulative value of SAR 4-5 billions including utilities projects in Jubail for the Royal Commission for Jubail and Yanbu, strategic water reservoirs at Makkah and Taif, railway projects, highway projects for the Ministry of Transportation (MOT) and several maintenance / preventive projects.
• Achieved CAPEX and recurring OPEX savings (estimated at 15% savings) through the consolidation and optimization of warehouses, logistics fleet management, and stores.
• Worked with consultants and led the team in implementing a shared services model for supply chain management transforming the team from a tactical purchasing role to a strategic sourcing role with well-defined KPIs and SLAs which improved productivity, enhanced efficiency and reduced SCM operational costs by 15%.
• Led the establishment and updating of standard processes and procedures to ensure compliance through regular audits and effective controls.
• Improved the inventory management process by strengthening the planning team of the supply chain management department and providing tools for improving competencies for forecasting, monitoring and control.
• Participated in the planning and execution of leadership initiatives including cost saving initiatives as well as projects to improve the overall health of the organization.
• Developed and executed strategic and operational plans related to strategic sourcing, supplier relationship management, contract management and procurement for delivering various categories of items to the business meeting time, quality and cost parameters.
• Led the procurement team in executing strategic sourcing programs for on time and within budget sourcing of materials as per company business objectives.
• Drove cost savings targets for various categories of materials and services through assertive negotiations to obtain better prices, commercial terms and conditions.
• Established dedicated teams for subcontracting and material procurement and improved quality of service delivered to various business units.
• Contributed in implementing enhancements which improved the performance of the organization’s ERP system.
• Collaborated with directors of projects and other business units and vice presidents to understand and fulfill overall and specific business needs and expectations from SCM.

Haif Company is a leading organization in Saudi Arabia with business units in contracting, trading and manufacturing.

Key tasks and achievements:
• Managed the procurement and contracting department at the company head office and dealt with sourcing of supplies, materials, equipment and services for all projects in water and sewage, roads and buildings.
• Negotiated multiple construction sub-contracts, and major material purchases for cost reductions.
• Managed the out cash flow of the projects through challenging the timeline for procurement and purchasing compared to the critical path and schedule requirements.
• Developed and executed strategic plans for cost reduction including identification and acquisition of alternative materials and services with lower prices without impacting standards.
• Supervised the departmental team, planned, allocated and directed work and conducted periodic performance evaluations to improve overall performance and productivity.
• Managed the vendor base including sourcing of new, more reliable suppliers and finalizing long-term contacts for building and sustaining productive suppliers and sub-contractors strategic relationships.
• Developed and implemented procurement strategies ensuring delivery of materials and services to fulfill the organization’s business objectives.
• Coordinated with other departments and provided advice on interpreting applicable supply chain related laws, policies and procedures.

Key tasks and achievements:
• Contributed to the completion of construction of 3 separate towers projects - 2 basements + ground floor + 10 floors - in Dubai International City working in all phases from excavation to completion and handover.
• Registered and pre-qualified the Company with multiple governmental and private Clients such as Dubai Municipality, RAK Port, Sharjah Municipality, etc.
• Led the preparation, pricing, and negotiation of 2 projects (Cattle Market and Sports Club) with Dubai Municipality.
• Reported to the Regional Managing Director and managed day-to-day aspects of project execution dealing on behalf of the Owner with Clients, Consultants and Government Authorities.
• Led the PMO function liaising with the construction project directors to prepare projects progress and financial reports for monitoring the schedules against the critical path and escalating/resolving key problems, staffing requirements, production delays, and variations impacting the project delivery and profitability.
• Administered subcontracts and monitored performance of subcontractors assuring compliance with schedules, specifications and contractual obligations.
• Managed company assets deployed on the project including equipment, tools, and machinery.
• Participated in the development and implementation of programs for performance and quality improvements.

• Worked on a road project for Ministry of Transportation managing activities from tendering to completion
• Prepared monthly payment certificates and followed up with the Ministry of Transportation for obtaining approval.
• Liaised with various government departments and managed all administrative and financial matters.
• Supervised staff and workers and ensured on time quality completion of all works within approved budgets

•Worked on a road maintenance project (Contract #807 of the Ministry of Transportation).