Al-Nafie Steel Co. Ltd
Total years of experience :21 years, 2 Months
Al-Nafie Steel is a Steel Trading & Service Providing company, having branches & sales-outlets across KSA & UAE
Special Steel Division (SSD) Director
SSD is the key SBU achieving highest GP amongst all company business activities with annual sales revenue >30
SR where operations managed thru corporate H.Q in Jeddah.
Accountabilities
* Business Planning: Strategic approach to business, setting short/long range business plan, directing product
strategy and road map, advising sales and marketing operations, deciding on pricing with competitiveness and
reasonable margin. Led & guided business unit leaders in formulating new vision and strategic direction, identified
& corrected critical problems, differentiated products, strengthened product gross margins, overhauled &
improved operating processes & procedures, visited all sites personally & organized meetings with sales/sales-
management team on quarterly basis to ensure understanding of & gain buy-in for newly-implemented changes.
* Competitiveness Management: Held fully responsibility for pricing of SSP; set strategic “Dynamic” pricing policy
to; improve financial returns, eliminate the risky effect of international steel & metals prices volatility, achieve sales
targets of each region (Area), grow market position, improve product supply chain thru fulfilling the balance
between demand VS supply & maintaining lowest possible inventory levels.
* Supply Chain Management: Oversaw procurement activities & developed/implemented strategic sourcing
principle to; retool sourcing and supply processes & leveraged purchasing power, containment (reduce)
unsuitable landed costs, master scheduling for improved linearity, control (lower) unacceptably high inventory
level, enhance deliveries reliability and converting to 2rd party channels while eliminating direct channels. In
addition, visited onsite the vendors to form strategic alliances, prequalify their products, negotiate prices, develop
partnership, and source new opportunities.
* Inventory & Warehouses Development: Implemented flexible service process in W.H dept and managed capital
budget for the installation of new equipments "Forklifts & Cranes" & machineries "Band-saw" in order to; increase
the productivity & efficiency, decrease service cycle time, reduce manpower, enhance provided service quality
and improve customer satisfaction. Improved deliveries reliability "On-time delivery" & reduced/streamlined inter-
company product transfer cost "Unsuitable high landed costs" & reduced inventories level thru; increase the
efficiency of exist truck fleet "master scheduling & drivers motivation", sourced reliable logistics service providers
& master the pre-orders distribution "pre-positioning" of products in every retail sales outlet
* Fiscal Management: Executing strategic action plans focused on improving financial performance & profitability,
creation of revenue streams, optimizing costs, setting strategic “Dynamic” pricing policy to financial returns,
preparing and administering budgets, tracking and controlling expenditures
* Performance Management: Monitoring/review/analysis of performances across all business operations in the
procurement - production - sales - distribution cycle, driving improvements in performances to realize goals
Al-Nafie Steel is a Steel Trading & Service Providing company, having branches & sales-outlets across KSA & UAE
Special Steel Division (SSD)
SSG comprise two companies; Shaaban Steel Co. (special steel stockiest & distributor) and Hadaeed Special Steel Factory Co.
(manufacturer of special steels). The group turnover is SR 45 Million, and supplies special steels for all industrial sectors across
ASL is a Steel Trading & Servicing company with annual sales revenue of > 1 Billion USD, having branches & sales-outlets
across KSA, GCC & MENA Region; the biggest steel "stockiest & service provider" in the region with wide product range
ASL is a Steel Trading & Servicing company with annual sales revenue of > 1 Billion USD, having branches & sales-outlets across KSA, GCC & MENA Region; the biggest steel "stockiest & service provider" in the region with wide product range
Special Steel Division (SSD)
SSG comprise two companies; Shaaban Steel Co. (special steel stockiest & distributor) and Hadaeed Special Steel Factory Co. (manufacturer of special steels). The group turnover is SR 45 Million, and supplies special steels for all industrial sectors across KSA & Bahrain
UISMCO is fully Integrated Steel Mill with an annual production capacity of 100, 000 Ton (sales revenue 55 Million JOD); using scrap as raw material & Steel Construction Rebar's according to ASTM A 615 / 615M (and Alternatives) is the final product.
Managing a team of 11 direct reports (Managers) & 110 indirect-reports and directly reporting to the MD (owner)
Accountabilities
* Organizational Transformation: Structure, management effectiveness, performance benchmarks, culture
ownership/ innovation/best practices, customer-orientation, employee engagement
* Financial Turnaround: Improvement of net profits & cash-flow, enforcement of fiscal discipline, optimization of
resources productivity, control of overhead and operational expenses
* Business Competency Building: Nurturing talents, performance improvement through coaching/mentoring/
training, infrastructure & logistics rebuilding, strengthening effectiveness of sales & production team, setting up
inter-organization communication and reporting system, bringing in ERP system, enhancement of customer
responsiveness and service delivery capability
* Supply Chain Management: Prospecting and building cost-effective and reliable product sources, entering into
long term and exclusive partnership agreements, synergizing procurement & distribution logics, order fulfillment
Key Achievements
Page 3 of 4
* Drove Sales Revenues Growth +45%, achieved (CAGR) +9.75% over 4 years & control GP% variation to be -
2.78% thru; expanding effective market penetration (17% of revenues; generated from new clients), increasing
market share, improving business with major accounts (28%); creating new sales channels, launching 3 new
product lines which grows revenues +9%.
* Reversed losses to profits within 2nd
year, improved profitability & simultaneously strengthened key financial
metrics; increase Gross Income (EBITDA) 36%, increase Operational Income (EBIT) 64%, increase Net Income
99%, improved Return On Sales (ROS) 21%.
* Ensured Free-Cash-Flow performance thru improving Operating Cash Flow (OCF) 63%, controlling Days of
Receivables to be less than 56-Days, improving days of payables to be later than 87-Days.
* Reduced production cost 11% thru; trimming variable-production cost 12%, Reducing indirect-production costs
6%, improving scrap rate 9%; reached an average 4.7% inventory cost reduction by retooling inventory planning,
sourcing and supply.
* Saved 416, 000 SR in annual payroll thru; restructuring & upgrading the leadership team (Pump fresh blood to
build top-performing team & generate momentum in business) & consolidating functional Dept's “Procurement,
Finance, Delivery, HR & IT” for both entities into group HQ; reduced headcount 10%, eliminated 4 unnecessary
senior positions & executed staff replacement plan “recruited 4 new managers”.
* Decrease employee turnover ratio (Employees left to claim better opportunities) for national “Saudi” employees
from 27% to 6% & for expatiates "Non-Saudi" from 8% to 3%.
* Drove 165, 000 SR in annual savings thru reduce Cost of Poor Quality “COPQ” & decrease PPM of
defected/rejected material from 829 PPM to 75 PPM.
* Recaptured 932, 000 SR in Cash Assets after conducting in-depth analysis; that justify liquidating assets of
under-performed productions units/machines.
* Improved customer service levels; reduced shipping cycle time 38% & achieved 84% in on-time, accurate,
complete shipments to customers; improved inventory counting by decrease variation 41%, liquidated "sold with
GP 9%" over 4 years 42% of stocked dead items, captured a 34% reduction in inventories through supply-chain
redesign & optimization.
SSD is the key SBU achieving highest GP amongst all business divisions with annual sales revenue >135M SR
where operations managed thru corporate H.Q in Jeddah.
HANDPICKED TO MASTERMIND REVIVAL/REJUVENATION OF MULTI-MILLION AILING STEEL SEGMENT BUSINESS KSA (SHAABAN STEEL GROUP) & REVERSED LOSSES TO PROFITS WITHIN 2ND YEAR (GROW EBITDA 36%, EBIT 64% & NET INCOME 99%).
•PROMOTED AFTER 7 MONTHS FOR CHALLENGE PREVIOUSLY ATTEMPTED & FAILED BY PREDECESSORS TO BE SSD DIRECTOR FOR MULTI-BILLION STEEL BUSINESS (ATTIEH STEEL CO LTD) +2 YEARS (GREW REVENUE +200%, EBITDA +165% & AVOID LOSSES IN 2008 CRISES).
•IN UISMCO PROMOTED IMMEDIATELY (AFTER 3 MONTHS) & GET CHARGED WITH FULL RESPONSIBILITIES OF SMU PRODUCTION ACTIVITIES; SUCCEEDED TO REDUCE AND STREAMLINE DIRECT & INDIRECT PRODUCTION COST & IMPROVE PRODUCT GROSS MARGINS 13%.
Special Steel
Dept Manager.
Drove Sales Revenues Growth +45%, achieved (CAGR) +9.75% over 4 years & control GP% variation to be -2.78% thru; expanding effective market penetration (17% of revenues; generated from new clients), increasing market share, improving business with major accounts (28%); creating new sales channels, launching 3 new product lines which grows revenues +9%.
•Reversed losses to profits within 2nd year, improved profitability & simultaneously strengthened key financial metrics; increase Gross Income (EBITDA) 36%, increase Operational Income (EBIT) 64%, increase Net Income 99%, improved Return On Sales (ROS) 21%.
•Ensured Free-Cash-Flow performance thru improving Operating Cash Flow (OCF) 63%, controlling Days of Receivables to be less than 56-Days, improving days of payables to be later than 87-Days.
•Reduced production cost 11% thru; trimming variable-production cost 12%, Reducing indirect-production costs 6%, improving scrap rate 9%; reached an average 4.7% inventory cost reduction by retooling inventory planning, sourcing and supply.
•Saved 416, 000 SR in annual payroll thru; restructuring & upgrading the leadership team (Pump fresh blood to build top-performing team & generate momentum in business) & consolidating functional Dept's “Procurement, Finance, Delivery, HR & IT” for both entities into group HQ; reduced headcount 10%, eliminated 4 unnecessary senior positions & executed staff replacement plan “recruited 4 new managers”.
•Decrease employee turnover ratio (Employees left to claim better opportunities) for national “Saudi” employees from 27% to 6% & for expatiates "Non-Saudi" from 8% to 3%.
•Drove 165, 000 SR in annual savings thru reduce Cost of
Faculty of Engineering
. (