Fahad Khan

• Planned new business development strategies
• Researched organizations and individuals to find new opportunities
• Increased the value of current customers and added new ones
• Attended conferences, meetings, and industry events
• Developed goals for the development of business and ensured they are met
• Aggressively coordinated with clients from Bidding until Project Completion/Handover
• Marjan Field Visits for clear understanding of the Project Progress (SAR 80M | TCF Mega Project)
• MOH Villa Project Progress Analysis with Parsons PMT (SAR +100M | Villa Project)
• Sanad Project Progress Analysis with AECOM PMT (SAR 30M | Phase 3 ACCOM Project)
• Coordinated with Engineering, Estimation, Procurement and Logistics Department
• Lead the implementation of ACONEX (DMS) and trained multiple departments for basic usage
• Sent Inquiries to multiple vendors to have current market price of products & services
• Follow-up with clients for the Collection of SAR +100M in 2019 after multiple project completions

• Supply Planning Process (3 branches Kingdom-wide, Bahrain & UAE)
• Continuous improvement in the stock service level
• “Demand Review Meeting” on regular basis with Sales & Marketing Teams
• Effective communication with all the suppliers and third parties
• Overall stock Evaluation and Audit
• Directed the Development and implementation of key Procurement Strategies / Contingency Plans and ensured that strategies and plans are aligned with organizational objectives
• Prepared & managed logistics & transport budgets, monitored expenditure and implemented remedial measures to minimize costs
• Managed Freight Forwarders (DHL, SMSA, ARAMEX, TNT & NAQEL)
• Analyzed supplier contracts for effectiveness and identified areas of weakness and implemented improvements to increase margins
• Negotiated the price of local and international items while managing the delivery time and quality
• Managed supplier performance (monthly, quarterly, half yearly, annual)
• Supplier Visit - Planned the agenda and resolved the underlying issues to strengthen the Relationship

• Demand Planning process (11 branches Kingdom-wide)
• Successfully met branch forecast accuracy targets
• Conducted “Demand Review Meeting” on regular basis with Sales & Marketing Teams
• Took actions required to define, maintain, and improve stock service levels
• Successfully managed and coordinated, agreed initiatives across functional business lines
• Coordinated with Field Merchandizing Team on Annual and Ad-Hoc Display Drives

• Assessed planned changes to provide perspective and anticipate impact
• Proposed strategies to expand distribution in the wholesale channel
• Remained abreast of trends that could positively affect or disrupt the channel performance
• Proposed actionable and creative initiatives targeted to optimize channel performance
• Developed and managed key strategic relationships with Marketing, Sales, IT & Supply Chain Dept.
• Well aware of Channel standards, operations, and capabilities

• Successful Expansion of TM Structure in Western and Central region
• Managed Central & Eastern Region Municipality Issues (New Innovations in TM&D for Dark Market)
• Planned local marketing activities to agreed budgets and timescales, and integrated trade marketing efforts with other organized marketing activities, e.g., product launches, promotions and consumer contacts
• Managed external agencies involved in various retail engagement activities
• Contributed to the successful “Re-Launch” of new Dunhill in 2009
• Validated AC Nielsen Retail Census weighted outlets in the given territory and contributed to the country wise exercise of outlets validation