Regional Strategic Procurement Manager, Middle East, Africa and India
Oiltanking
مجموع سنوات الخبرة :30 years, 8 أشهر
Accountable for USD200M Direct & Indirect procurement spread across three countries and 9 terminals Middle East, Africa and India.
Extensive traveling to all regions on regular basis to set up, train and develop teams and regional coordination.
Strategic Leadership in implementing the P2P process, across the region, streamlined the processes and ERP systems which improved the efficiency by over 20% and contributed EUR 1.5MM to the global procurement savings and P/L Account
In country strategic teams are introduced with various stakeholders for implementing the demand planning, and optimizing the planning and purchasing process. Optimized Total Cost of Ownership (TCO) of every purchase and brought the procurement team to the value stream of the business.
Long Term Contracts with strategic suppliers, consignment inventory contracts for operational material (OPEX) and service contracts are introduced. Over 40% + routine transactions were dropped like processing of POs, supplier invoice etc.
KPIs were set up to individuals and department, objectives were clearly defined and communicated to the teams, KPIs aligned with global strategy as well regional objectives.
Supplier prequalification and onboarding process defined and executed with categorizing the suppliers according to the business critical. Preferred status defined for certain supplies, an supplier evaluation and continues monitoring mechanism defined and implemented.
Championing to implement bid process including bid evaluation matrix for OPEX and large CAPEX, a transparent system defined and implemented across region to ensure transparency and equal opportunity for every suppliers.
Early engagement for procurement in large projects, to ensure the best value is provided to sales and project teams, by helping to choose the right suppliers with right price, ensure the policies are followed, contracts are defined according to global standards.
Operational Inventory (10000 SKUs distributed across each locations) is defined for each terminal with MIN / MAX definitions and established an automated system to monitor and re-order.
ERP process optimization and implemented SAP Hanna S4 and SAP Ariba for the procurement and contracts management.
Train, Mentor and Develop team talent on the skill development, adequate trainings are given including onsite.
In my current assignment as Material Manager for Emerson Process Management, responsible for managing procurement, logistics, Inventory and warehouse functions, supporting Valve Automation and Multi Flow Selector Valve (Global Center of Excellence). He has played a vital role in developing local and international suppliers on castings, high end weld overlay service providers and other component suppliers. Redefined the purchasing, Logistics and warehouse procedures and processes. He is leading a Lean project team for process improvement which includes sales, distribution, procurement and engineering. As a global initiative in Emerson for ERP/ Oracle implementation he is representing process management division. Previous to Material manger position he had been taking care of Strategic Procurement and Inventory Manager, for Emerson Process Management
Job Profile:
Joined as Group Head Supply Chain, for 4 group companies, Aswan Engineering, Aswan NOV, Oasis Wear Tech, Modern Plastic Industries, sectors covered Oil & Gas, Mining and cement Industry. PVC pipe and fittings manufacturing (Team Size: 10) Responsibilities: •Transformation and grouping Supply Chain Function, including Procurement, Logistics and Warehouse Management, of all the four companies; managing annual spend of USD 27 Million, which resulted in improving the savings in procurement, increase in inventory performance, optimization of the suppliers. •Direct and indirect procurement: Procurement of capital goods, MRO, strategy formation, fleet optimization and management, facility management contracts and projects; negotiating contracts with vendors and ensuring strict adherence to budgetary controls •System enhancements and automation: Project leader which Study the existing systems and suggest and implement the enhancements as required. Managing a project for setting up an online supplier relationship portal and e-bidding site. Developed supplier online registration process, evaluation, auditing. RFQ management with e-bidding. Supplier Relationship Management.
Accountable for the total spend of Terminal and Refinery operation both direct and indirect + Warehouse, Inventory and material movement Total spend of :
• Strategic sourcing of operational material, chemicals, equipments, manage the entire procurement of shut down jobs, manage service contracts with various providers
• Developing, implementing and streamlining the procurement policies and procedures, optimized the P2P process by 25% efficiency improvement establishing contracts with suppliers.
• Set up the inventory management (MIN/MAX) as per the supply and demand, 5S work place methodology introduced in the warehouse. Materials were arranged as per the movement pattern this increased the efficiency of picking by 30%
• Develop Supplier pre-qualification and evaluation process, regular meetings with critical suppliers made mandatory. Supplier evaluation on quarterly basis established and it’s communicated to stakeholders and supplier
Key deliverables
• Develop procurement strategies based on the category and criticality of the materials, contributed to a straight savings of 15%.
• Long terms Contracts established with critical suppliers and fast moving consumables which contributed in improving the efficiency to 25%
• Incoming materials quality inspection established at stores receiving side which helped to early detection of any con conforming and rejection rate has reduced 70%.
• Championed in project management on Oracle and ULTIMO implementation particularly in defining, product coding methodology and asset management apart from procurement process.
• Re-engineer the warehouse orientation to optimize the material storage and movement
Served as the Project in charge for setting up a state of art logistics and distribution center in JAFZA, with a warehouse area of 8000 Sq.ft. which saved the company customs duty of USD 500, 000 an year.
Boosted sales from AED 6 Mio to AED 24 Mio, by enhancing the inventory stocking programs across the Middle East, in last 10 years.
Increased inventory turns increased from 2- 6 turns per year, with total material masters handling currently 120, 000 units, out of which 12000 line items are on a regular replenishment cycle.
Implemented the overall inventory management system within SAP, optimized stock availability, defined safety stocks and reorder levels for materials in the ERP system.
Played a key role in the development of the company’s Abu Dhabi operations as a hub for the MENA region in the capacities of a Planning and Inventory Controller.
Implemented MRP system in Abu Dhabi, by grouping the inventory at various levels according to the behavior of the material.
Developed an inventory planning methodology in coordination with customers, JV’s and external sales personnel, that in turn helped to develop and internal demand forecasting system.
Formulated purchasing policies and procedures in line with the corporate requirements and SOX compliance norms and initiated the inking of several long term purchase agreements with key vendors.
Planning and budgeting process and managed storage of core products and capital equipments across different locations from UAE; like management of a KSA based warehouse remotely.
Financial reporting on various KPI’s regular planning of budgets, forecasts the purchasing spend based on the demand planning and corporate strategy.
Well versed in all Microsoft applications, Advance Excel, Access, Microsoft Word, Outlook, Visio, Data mining and analysis from the ERP system. Well experienced in Business Warehouse in SAP in addition to the SAP Material Management ( MM) and Sales & Distribution (SD) modules.
Prior to his association with Cameron, he was the Team Leader at ABB - Turbocharger Division in Dubai having risen through the ranks steadily over 7 years of service, starting as Senior Customer Support Engineer & QC. During his tenure there he was behind many revolutions in the inventory control system, making many changes and optimizing operations that led to greater efficiency and cost savings
Customized the stock module in the ERP system at ABB.
Designed the price lists on various service activities by a time and motion study.
Customizing the stock coding system of ABB Dubai to match the coding system with the factory.
http://www.cips.org/ This is an international certification in purchasing