Fahad Sultan

•Strategic leader and thought partner to STC Group and executive leadership on integration of Buy to Pay Shared Services within and across STC.

• Develops a strong overall Buy to Pay strategy that supports the overall organizational strategy, performance objectives and customer expectations.

• Develops national sourcing strategies to identify product & services that are supportive of program & regional strategies while optimizing affordability, sustainability and community impact of the expenses that are spent.

• Lead the supply chain operations team to develop and consistently provide, without interruption, products and services that are needed ensuring no clinician or patient ever goes without.

• Defines, drives and monitors performance ensuring continuous improvement on key core supply chain metrics (operational productivity in labor, materials, and transportation and any other variable costs, inventory management improvement in turns and service levels, fill rates and turn time, sourcing effectiveness and savings, environmental impact, community impact of expenses spent, etc.).

• Minimizes company risks and maintains compliance for assigned areas of responsibility (e.g. safety, regulatory, environmental, security, fraud/waste/abuse minimization).

• Leads the development and implementation of company policies that have enterprise-wide effect; analyzes and evaluates complex policy issues and makes recommendations on actions to be taken; sets direction for governance and control programs to ensure compliance in all aspects of the business.

• Develops and sustains distribution and resource management best practices such as systems integration and optimization, inventory control, demand planning and forecasting accuracy, SKU and supplier rationalization/optimization, timely and effective payment disbursements optimization for early payment discounts and overall automation of as many activities and transactions as possible between STC and its suppliers as well as internally across the entire buy to pay end to end process.

• Creates and manages the operating budget, including required productivity to deliver sustained 3-5% improvements year on year as well as strategies to transform where needed or opportunities present, ensures maintenance and appropriate capital spend and investments are well planned and executed.

• Creates and develops centralized functions to maximize operational efficiencies and risk reduction.

• Leads the Buy to Pay Shared Services team to take responsibility for improvements in safety as well as instilling a strong -Speak Up- culture to protect the organization and its employees from risks and to drive innovation and disruption by maximizing solutions/ideas brought forward for the betterment of our processes and maximization of the value provided.