Purchasing Division Head
Yanbu Aramco Sinopec Refining Company (YASREF)
Total years of experience :19 years, 5 Months
Successfully managed the procurement actions for all requirements of the YASREF Refinery. Assignment included; established a business work flow for the entire department, established a logistics team to expedite all pending and overdue deliveries, ensured a clear vision for the entire department by working to have the entire team follow the established procurement procedures.
Ensured the procurement completion of 140 million USD, worth of two year operational spare parts for the YASREF Refinery. Task completed from procurement to payment, including close out.
The main functions of my role are:
* Responsible for the delivery of the utility service and as such must ensure compliance of the
defined Service Level agreements (SLAs) and Key Performance Indicators (KPIs).
* Responsible for planning, coordination, distribution, allocation of resources, operational
tasks, maintenance tasks, as well as reactive and emergency responses and reinstatement of
service delivery.
* This department is divide into Seven functions: Dispatch Centre, Desalination Sea Water
Reverse Plant, Waste Water Treatment Plant, Chilled Water Plant, Mechanical Network,
Electrical Network, and Maintenance department.
The main functions of my role were:
* Managing all procurement activities for major operations and maintenance projects.
* Designing and implementing a procurement strategy for projects and acting as a focal point
in the project team for all procurement activities.
* Selecting and negotiating with approved vendors and placing purchase orders in response to
operation and maintenance project requirements.
* Ensuring all materials were ordered in a timely manner and delivered to the correct
destination.
* Preparing Service and Purchase Orders (Pos). Monitoring of suppliers’ and contractors'
performance.
* Placing POs and managing POs up to delivery.
* Acting as a member of a workshop to improve the performance of MD90 aircraft.
of Operation and Maintenance of the Main Lift Stations and Pumps Stations
Division in Jeddah. The main functions of my role were:
* Supervising and monitoring a full-labour service contract covering 100% of the labour to
repair, replace and maintain most mechanical and electrical equipment. I was required to
purchase all equipment and parts.
* Implementing preventive maintenance programmes complete with maintenance schedules
and records of all maintenance performed for all stations’ equipment and systems.
* Ensuring effective implementation and control of operation and maintenance activities.
* Ensuring efficient, safe and reliable process operations and maintenance.
* Preparing a study of the improvement and development of the performance of the lift and
pumps stations and supervising the implementation process.
* Acting as Supervising Engineer in the operation and maintenance of water systems and
accessories project in the Hajj seasons in the holy places for the years 1423, 1422, 1421 H.
* Acting as Chairman of the Technical Committee for surplus materials and equipment and
spare parts for operation and maintenance contracts in Jeddah (1421/1424 H).
* Acting as a Member of the Technical Committee in receipt of the final project to expand,
support and improve the main lift station and perform the necessary tests in accordance with
the conditions and specifications.
* Acting as a Member of the Technical Committee to receive and deliver the operation and
maintenance project of the sewerage network and accessories in Jeddah for (1421/1424 H)
from the previous contractor to the new contractor.
* Member of the Technical Committee to study and analyse the bids received for the
operation and maintenance project of the sewerage network and accessories of the contract
(1421/1424 H) in Jeddah.
I'm a PhD holder in management of projects in the University of Manchester. My research subject is harnessing knowledge management to improve performance within Saudi organisations. The aim of this study is to understand how the knowledge management (KM) concept can be harnessed as a vital factor in the enhancement of productivity, performance and the competitiveness of organisations. In addition, it is aimed at determining the critical success factors that affect KM implementation in the real world. There are five major categories very important for implementing knowledge management successfully and they are: barriers to KM; organisational learning (OL); means of communication; critical successful factors (CSFs); and impacts of KM on organisational performance (OP). The most common barrier to knowledge sharing is the unwillingness of employees to participate and share their knowledge. Moreover, OL is very important. It is considered to be the main goal of KM and it helps organisations to sustain a competitive advantage and improve employees’ performance and efficiency by encouraging them to learn and share knowledge through the creation of a good learning environment. A well-structured communication system is also a crucial factor for KM success because its role is to ensure and facilitate the passing of knowledge to the appropriate people. Furthermore, there are 14 factors that are very important to the successful implementation of KM and these positively influence employees’ willingness to share knowledge
, School of Mechanical,