Mossab Abdullah

•Managed and controlled the supply chain activities related to 170+ international events’ projects in KSA with a total value of +110M$. The plans were seamlessly executed and delivered according to the projects' developed scope with high-quality standards in collaborating with our global logistics partners.

•Established strong relationships with the decision makers in the involved government entities that helped us to execute the logistics plans we proposed, have their full support and applying the required facilities on the spot.

•Heavily involved in working with the project manager and multinational team located in three countries in the management, coordination, development, and implementation of the project plans, policies, and solutions, in addition to contributing to issue resolution and escalation, research and analysis, planning, monitoring activities.

•Monitoring and tracking the project deliverables and outcomes including preparation of preliminary reports in relation to budget, schedule, and resources were my main attention during these project, and that led to ensure compliance with the GSA Project Management Methodology, and quality assurance policies and procedures, and successful delivery of the projects at the end.
After completion, I was retained to oversee and to control the operations of the project.

•Designed and managed the supply chains of the Saudi Professional League, AL ITTIHAD and AL HILAL clubs projects. The projects aimed to supply the Saudi professional league clubs, the official stores, and distributors with the official kits and merchandise. The average of the yearly growth in the total revenue has been raised by 4%, due to continued improvement in the logistical operations and suppliers' relations.

•Liaised and developed strong relationships with the international manufacturers, and the leading distributors in the sports supply market such as Nike, Adidas, and Under Armor.

•Increased the suppliers' base and strengthened the relationship with existing suppliers, which enabled us to find alternative sources of raw materials that were characterized by high quality and low prices. This created an opportunity to diversify the sources of income by opening new markets to sell raw materials to the manufacturers in addition to the main activity of the factory — the gross profit increased by 12% and production costs reduced by 18%.

•We redesigned the factory supply chains to be integrated and aligned with the supplier's production capacity, the volume of clients' demand, and the level of customer service. The efficiency increased by 22% as a result of this development.

• Built strategic relationships with shipping lines, airlines and logistics providers, which led to an expansion of the coverage of the logistics network by 40% within one year. We heavily engaged in North and West Africa markets, which made us achieve a profit margin of 7% of gross sales on average for two years.

• Supervised the Saudization project for operation and logistics sectors at Ismail Abu Dawood Trading Co. (IATCO).
• Established recruiting requirements by studying organization plans and objectives; meeting with managers to discuss needs.
• Determined applicants qualifications by interviewing; comparing qualifications to job requirements.