Saed Jafar

• Logistics: exploring new vendors seeking better quality and better prices. expanding new ranges of products. Ensuring a continuous supply of goods according to seasonal demand.
• HR: responsible for new hiring, induction, training, leaves, payroll, social security, and tax deduction for sales, warehouse, and marketing teams.
• Management of five showrooms and a warehouse.
• Creating SOPs to standardize the process across the company.
• Management of ERP system; tweaking, enhancement, and reliability.

• Responsible for management of procurement, warehousing, transport (local and international), fleet, assets, IT, security, and donor’s regular and ad-hoc reporting.
• Developed an e-signature mechanism through adobe certificate and created a policy for internal documents signature.
• Developed an ICT policy for staff in line with DDD’s code of conduct and personal data protection law in Turkiye in collaboration with HR and organization’s lawyer.
• Clearly defining responsibility of contracting / hiring consultancy service between supply unit and HR team then explaining mythology of payment based on which department is processing the contracting / hiring.
• With each new donor’s grant, comparing DDD’s logistics manual with Donor’s manual to make sure that our rules are matching or stricter that donor’s.
• Responsible for recruitment, training, capacity building, and evaluation of logistics department’s staff members for Turkiye and Syria projects.
• Evaluating monthly reports from bases, conducting regular physical inspections to verify reports against actual conditions
• Taking lead on enrolling a warehouse management software replacing excel for medical drugs and consumables between three warehouses and twelve primary clinics and two hospitals.
• Setting up and enforcing the use of online archiving system for logistics files in all locations.
• With total funds of 16 million Euros, working closely with program coordinators on designing the life cycle of projects at proposal stage based on BoQ and market surveys ensuring needs are met based on pre-agreed time line.
• Participating in bi-weekly coordination meeting (support and program) to exchange knowledge, feedback, challenges, solutions, and expectations from each other.
• Making sure budgets are reflecting reality and they are spent in a timely manner based on procurement plan.
• Facilities management; contracting, rent, safety, utilities, meeting rooms occupancy software and maintenance.
• Guesthouse management; contracting, rent, utilities, occupancy, safety, and maintenance.
• Organized MdM’s yearly board meeting from 17 countries in Istanbul which included airport pickups, hotel rooms and halls reservations, and airport drop offs.

• Responsible for procurement of international services e.g. third-party monitoring, experienced trainers, and staff mental health wellness doctors
• Technically supervising logistics managers is NES, NWS, and Center hubs. Supporting them by developing policies, tools, processes, and defining principles.
• Conducting recurring trainings to teams in bases to increase their understanding and level up their performance.
• Budget follow up, making sure that budget is used based on needs and within early life cycle of a fund to ensure eligibility.
• Responsible for strategic planning for logistic department in Syria, setting three years plans and follow-up on achieving them, and following up on KPIs.
• Managing logistics team in Amman office and making sure procurement, assets, fleet, IT, and stock are running smooth and compliant with HI and donors’ rules.
• Backup personnel to replace logistics / Supply manager in hubs when it’s needed.
• Management of 21 individual guesthouses and 1 shared guesthouse in terms of contracting, occupancy, safety, and maintenance.
• Management of all flights in Jordan, Turkiye, Lebanon, and Iraq and their accommodations.

• Setting up procurement plan and timeline for each budget at beginning of a fund after a market survey to assess needs and availability of supplies in local market.
• Making sure financial forecasts are real and meet the needs of staff and organization.
• Supervising purchases procedures meeting their thresholds, proper documentation, meeting deadlines, and archiving purchase files making sure are all in order. Tendered a potable water network for Al Mokawama camp in Azaz, Syria; the largest capacity of IDPs in Azaz district.
• Supervising fleet; contracting, maintenance, movements, fuel, and log sheets.
• Managing and monitoring IT equipment and telecommunication for teams in Turkiye and Syria.
• Stock management: choosing warehouse location depending on program activities and security analyses in North Went of Syria.
• Human resources; recruiting, training, and supervising logistics teams in Turkiye and Syria.

• Logistics: supervising two logistics assistants and four drivers. Making sure that procurement, assets, fleet, and warehousing procedures are following donor’s requirements while meeting program’s needs. Reports are submitted accurately and on time. Helping program staff identify their needs and lead time needed per purchase so they adjust their plan to achieve their goals. Responsible of procuring goods and services worth of Euro 1, 500, 000 following tenders’ procedures to meet correct thresholds for procurement, then following up on purchased materials in warehouse or in field by proper tagging and weekly check-up.
• Human Resources: with support of a HR assistant, making sure that attendance, contracts, leaves, performance evaluations, briefings, and hiring of new staff are in order and on time.
• Administration: Managing facility’s rental, utilities, maintenance, and over all functionalities.
• Security: making sure that safety and security procedures and equipment are in place and in order, starting with guards, surveillance cameras, smoke detectors, first aid kits and fire extinguishers are functional and checked periodically.

• Asset management (3, 000+): Registering new assets on country level. Following up with bases to submit monthly asset report. Maintaining assets in a reliable condition, and disposing assets reached end of life and became beyond economical repair.
• Procurement: setting up standards for IT equipment depending on needs and on what the market can provide and making sure that bases are following minimum requirements.
• Communication: cost and technical management for 600 mobile lines and 15 internet connections country level.
• Fleet management: Managing drivers in capital office (17 drivers). Maintaining vehicles, monitoring, and reporting fuel consumption on country level (40 vehicles).
• Reporting: checking other base’s monthly reports before submitting them to headquarters.
• Information technology: building, setting up, and supporting firewalls and NAS for hubs.

- Procurement: setting up standards for IT related procurements mission level and making sure that bases are following requirements. And some IT related purchases below 30, 000 threshold.
- Communication: cost management for 600+ mobile lines and 15 internet connections country level.
- Fleet management: Managing drivers in capital office (17 drivers). Maintaining vehicles, monitoring and reporting fuel consumption on country level (190 vehicles).
- Asset management: Registering new assets on country level. Following up with bases to submit monthly assets report. Maintaining assets in a reliable condition.

- Procuring new items for the company based on market need and customers feedback
- Maintaining stock level for highly desired items by calculating past 6 months sales.
- All works related to supply chain starting from choosing and ordering goods from factories and ending by delivering to our warehouse. Also managed to reduce cost of goods from 3% to 7 % per shipment by correcting clearing process in Aqaba port.
- Working on Microsoft Axapta ERP system to make stock depreciation for non moving items. in addition issuing risk management report in monthly bases for receivables to prevent sudden loose of the dept.

- Turkish, Kuwaiti and Libyan markets were under my responsibility.
- I suggesting splitting MENA countries by sales representatives instead of splitting categories \ divisions per sales representative and they did implement my idea.
- Organizing and participating in book fairs.
- Meeting deadlines and achieving targets as planned.
- Closing deals and invoicing customers.
- Quarterly based surveys to insure customers’ satisfaction.

- Communication link between Jordan Customs and DHL’s third party clearance company brokers.
- Monitoring DHL brokers’ performance.