Obaid Rashid Mir

• Category: Indirect
• Types: CAPEX, OPEX, Goods, Services, MRO
• Spend: PKR 420, 000, 000 per annum
• Reporting Line: Director Operations (SEVP)
• Team Managed: 3
• Specified Departments: Administration, IT, FM, Civil, Electrical, Mechanical, Plumbing, VTS, Systems, CCTV, Horticulture, Customer Services, Parking, Housekeeping, Food and Beverages, Finance, Security and Operations.
• Managed a diverse PKR 35+ million/month spend of Dolmen Mall, Lahore.
• Lead strategic sourcing initiatives which resulted in cost reduction of PKR 2, 000, 000/month which involved new product development for specific consumables and supplier consolidation for efficient services.
• Developed and executed sourcing strategies that aligned with business goals, optimized supply chains, and managed risks encompassing supplier localization and minimize operational costs.
• Conducted market analysis and supplier evaluations regularly to assess supplier capabilities, and identify potential cost-saving opportunities by regularly observing CPI.
• Successfully negotiated contracts (SLAs) with key suppliers, resulting in cost reduction of PKR 2, 500, 000 annually in terms of staff make to fit uniforms on credit terms and strengthened supplier relationships.
• Optimized inventory by analyzing data of customer footfall and company staff personnel thus unlocking control on cash flow.
• Ensured compliance with relevant laws, regulations, and company policies in all procurement activities.
• Engaged with stakeholders and vendors for the purpose for getting the best possible solution for relevant inquiries for goods and services keeping in view company’s vison and objectives.

• Category: Indirect
• Types: CAPEX, OPEX, Goods, Services, MRO
• Spend: PKR 420, 000, 000 per annum
• Reporting Line: Director Operations (SEVP)
• Team Managed: 3
• Specified Departments: Administration, IT, FM, Civil, Electrical, Mechanical, Plumbing, VTS, Systems, CCTV,
Horticulture, Customer Services, Parking, Housekeeping, Food and Beverages, Finance, Security and Operations.
• Managed a diverse PKR 35+ million/month spend of Dolmen Mall, Lahore.
• Lead strategic sourcing initiatives which resulted in cost reduction of PKR 2, 000, 000/month which involved new
product development for specific consumables and supplier consolidation for efficient services.
• Developed and executed sourcing strategies that aligned with business goals, optimized supply chains, and
managed risks encompassing supplier localization and minimize operational costs.
• Conducted market analysis and supplier evaluations regularly to assess supplier capabilities, and identify potential
cost-saving opportunities by regularly observing CPI.
• Successfully negotiated contracts (SLAs) with key suppliers, resulting in cost reduction of PKR 2, 500, 000 annually
in terms of staff make to fit uniforms on credit terms and strengthened supplier relationships.
• Optimized inventory by analyzing data of customer footfall and company staff personnel thus unlocking control on
cash flow.
• Ensured compliance with relevant laws, regulations, and company policies in all procurement activities.
• Engaged with stakeholders and vendors for the purpose for getting the best possible solution for relevant inquiries
for goods and services keeping in view companys vison and objectives.

Spend: PKR 1, 800, 000, 000 per annum Reporting Line: Director Supply Chain Team Managed: 6
• Specified Departments: Civil (Grey Structure), Electrical, Mechanical, Plumbing
• Managed PKR 1.8 billion/annum spend of all mixed-use high-rise EPC projects.
• Lead strategic sourcing initiatives which resulted in cost reduction of PKR 90, 000, 000 in FY 23-24 which involved
technical product sourcing aligned with requirements of site execution teams and consultants.
• Developed and executed sourcing strategies that aligned with business goals, optimized supply chains, and
managed risks encompassing supplier localization and fixed rate contracts for steel, piping, cables and electrical
panels.
• Conducted market analysis and supplier evaluations regularly to assess supplier capabilities, and identify potential
cost-saving opportunities by regularly observing CPI, SPI and WPI.
• Successfully negotiated contracts (SLAs) with key contractors, resulting in savings of PKR 20, 500, 000 in FY 23-
24 in terms of contracts for piling, concreting and MEP subcontracts.
• Optimized inventory by analyzing site stores data for cement, steel, sand and crush thus unlocking control on cash
flow.
• Devised alternate measures to improve efficiency and manage risk in supply of essential material such as steel,
cement, sand, crush and blocks for on-site batching plants.
• Prepared and Presented cost tracking and cash flow PPTs to higher management monthly in order to increase
transparency and efficiency in all ongoing projects.
• Prepared and Presented project closure spend analysis reports to higher management weekly.
• Supported tendering department in cost estimations, techno-commercial bid evaluations whilst working closely
with engineering department for 15 projects.
• Ensured compliance with relevant laws, regulations, and company policies in all procurement activities.
• Engaged with stakeholders and vendors for the purpose for getting the best possible solution for relevant inquiries
for goods and services.
• Developed and maintained strong, strategic relationships with over 90 key suppliers, fostering B2B collaboration
and driving continuous improvement.

• Category: Indirect
• Types: CAPEX, OPEX, Goods, Services, MRO
• Spend: SAR 40, 000, 000-60, 000, 000 per annum
• Reporting Line: CFO, CEO
• Team Managed: 8
• Specified Departments: Administration, Civil, Electrical, Mechanical, Plumbing, HSE
• Managed SAR 40, 000, 000/annum spend of all commercial EPC projects including mixed-use high-rises, gyms,
corporate offices, metro stations and OHTLs.
• Lead strategic sourcing initiatives which resulted in cost reduction of SAR 3, 000, 000 annually which involved
technical product sourcing aligned with requirements of site execution teams and consultants.
• Developed and executed sourcing strategies that aligned with business goals, optimized supply chains, and
managed risks encompassing supplier localization and fixed rate contracts for steel, piping, cables and electrical
panels.
• Conducted market analysis and supplier evaluations regularly to assess supplier capabilities, and identify potential
cost-saving opportunities by regularly observing CPI, SPI and WPI.
• Increased planning efficiency by 30% by identifying problems and implementing improvements.
• Increased logistics workflow by 25% and cost reduction by 20% by creating company policies and management
systems.
• Increased collaboration of supply chain with finance department by implementing policies which resulted in
enhancing supply chain workflow by 40-50%.
• Conducted a company-wide warehouse evaluation project that discovered SAR 250, 000 worth of overstocks and
missing material due to inventory and logistics miscalculations and negligence.
• Managed 6 major and 20+ minor multiple and diverse (Civil, Low Current and MEP) projects.
• Served as a liaison between 3 departments (Engineering, finance and tendering) increasing workflow by 40%.
• Liaised with project consultants for alternate material approvals which resulted in cost savings of SAR 500, 000.
• Supported tendering department in cost estimations, techno-commercial bid evaluations whilst working closely
with engineering department for 10 projects.
• Ensured compliance with relevant laws, regulations, and company policies in all procurement activities.
• Engaged with stakeholders and vendors for the purpose for getting the best possible solution for relevant inquiries
for goods and services.
• Developed and maintained strong, strategic relationships with over 200 key suppliers, fostering B2B collaboration
and driving continuous improvement.

• Category: Direct/Indirect
• Types: CAPEX, OPEX, Goods, MRO
• Spend: SAR 2, 000, 000-3, 000, 000 per annum
• Reporting Line: Director Business Development
• Team Managed: 1
• Specified Departments: ARAMCO, SABIC, SEC Trading Divisions and Thermocouples/RTD Production factory.
• Lead global sourcing from USA, China, Austria, Germany and France for online bidding platforms of ARAMCO,
SABIC, SEC and SWCC.
• Prepared, submitted and reviewed tender documents worth SAR 200 million.
• Managed Imports of turbine hot parts, OHTL and substation spares and maintenance material.
• Managed end to end delivery of material required for production of Thermocouples and RTDs.
• Liaised with production, planning and sales departments in order to ensure timely deliveries by keeping a check on
COGS and GM.
• Prepared cost analysis of sourced material and proposed sale values which aligned with business goals.
• Assisted business development by acquiring new clients for trading and production services.