Sulaiman Basyouni

CONFIDENTIAL - Jeddah: Holding company with multi Billions on-going projects in renewable energy, recreation, traffic management system, contracting and construction. Currently serves as member of strategic team to oversee TVAMS operations, reinitiating 1 km see frontage recreation project and 100 MW Solar Energy Factory.

Family business with diverse interests and activities operating in Saudi Arabia over 40 years as trading company. It has since developed covering activities such as contracting & construction, manufacturing, traveling & cargo. SR700M+ in annual revenues, 1, 800 employees, with 20 branches Kingdom-wide and international offices. Initially recruited to assist in transforming the current business environment to a new organization that reflects a significant change from the existing structure. The change was highlighted by the introduction of shared services and a Program Management Office to ensure smooth road and successful transition. Subsequently given the additional charge of operations management in capacity of EVP Operations and Shared Services. This resulted in bringing significant improvement in company’s operational and financial performance as highlight below: Notable Achievements: Formulated roadmap for the projects that need to be undertaken by the group to fulfill the shared vision and mission: Organization Design, Shared Activities, ERP system selection & implementation and Organization Process Improvements. Increased human capital effectiveness, Enhanced visibility & control, Reduced operational cost, Eliminated duplication of activities, Optimized the use of the group resources and Structured a platform for growth and change by implementing and running efficient Shared Services Center in HR, Logistics, F&A and IT. Brought major enhancement in business applications by implementation of Oracle ERP-E-Business Suite, enhancement & core modifications in existing HR system and implementation of Microsoft Shared Point. Improved the Financial performance to a new level within a year of assuming the charge of EVP Operations and Shared Services. Revenue improved by 25% and profit doubled within a year. Reduced Inventory cycle from 212 days to 153 days, Receivable cycle from 143 days to 117 days and Improved Human Capital Productivity from 61 SR/h to 82 SR/h in 2012. Changed the Trading company structure to customer oriented which enables the merge of two separate BUs under one Traditional Trade BU and one sales force, and creation of Key Account BU to boost Hyper market business. Brought major change in office communication by switching from full-paper based to a proper emailing system. At joining there were only 50 email accounts which now are exceeding 450 accounts. Improved effectiveness of people management practices thru deploying updated HR policy, performance review/development process and pay modernization. Introduced formal & informal “employees get-together program” to boost morale, improve relationship, build ownership and enhance communication.

Multi-national pipe manufacturer and distributor with additional emphasis on water management consultancy, engineering services and manufacturing and supplying of polymer products, servicing municipal, civil engineering, industrial, energy and agricultural markets worldwide. $1 billion in annual revenues, 6, 000 employees worldwide, with manufacturing plants in 13 countries and sales offices in 45 countries.

Spearhead US$600 million procurement function. Manage 38-employee team across 4 offices in Saudi Arabia, Germany, and Austria as well as dotted-line reporting by procurement managers at manufacturing locations. Serve on IT and HR steering committees and investment team. Lead negotiations of global-wide supply material and machinery needs, in addition to high-value materials, with contracts valued up to US$200 million. Control budget. Manage distribution of finished goods. Appointed to multi-functional core corporate team. Serve as Board Member of Flowtite Technology in Norway.

Notable Achievements:

Surpassed expectations and became member of executive management after restructuring turbulent department, bringing clarity to objectives, and defining roles and responsibilities to achieve highly ambitious goals. Recognized by CEO and co-members of executive management for major achievements.

Served as Interim Vice President of Corporate Services in VPs absence.

Impacted P&L 2% to 3% by negotiating price of finished goods and saved US$2.5 million though 20% reduction of strategic material contract.

Formulated roadmap to create department aligned with shared-services vision and supply-chain management framework as well as established a corporate procurement strategy office.

Streamlined machinery procurement process and built consensus between conflicting technology teams.

Drove major change initiatives, transitioning company from an individual-based to a process-oriented procurement model and implementing new approach to strategic-supplier management as well as boosting efficiency while tightening control through new authority matrix with multiple dimensions.

Saved US$1 million in just 2 months by introducing new vendors and renegotiating existing contracts, establishing / implementing quick-win method, and applying scientific methodology to achieve targets.

Introduced budget for each raw material item; process ultimately adopted by business unit GMs to improve operations management companywide.

Implemented quarterly raw-material planned-prices concept to transition from long-term contract and fixed price policy as well as converted to raw material price index (RMPI) / price escalation contract clause to counter market fluctuations, allow accurate projections and quotes, and minimize risk while maximizing profits.

Generated 10s of millions of dollars in savings through material reclassification utilizing UNSPSC classification, transforming purchasing agent to material specialist through expanded technical knowledge to drive negotiations.

Team leader for industry-leading construction group within Middle East awarded major government projects.

Led logistics team as integral member of the management team for the 2K Plus program. Played central role in restructuring and implementing fully diversified operational organizations for holding group. Established shared-services centers for key support functions comprised of finance, accounting, HR, IT, procurement and logistics. Selected and implemented state-of-the-art ERP system.

Notable Achievements:

Developed conceptual, strategic, and tactical supply chain management practices across multiple construction divisions.

Drafted security policies and guidelines to ensure confidentiality and data integrity of key information.

Received appreciation / recognition letters from senior management for impressive leadership.

Selected by management to assess and reengineer processes, systems, and controls to enhance work flow and efficiency of ICD section. Monitored 9 remote supply points and 300 support units countrywide. Designed classroom and on-the-job training for new hires to expedite transition to new environment. Updated highly outdated SALCS user manual to reflect changes to systems and procedures. Tracked 4 budgets totaling US$300 million. Imparted logistics expertise to Saudi national engineers.

Notable Achievements:

Saved 100s of thousands of dollars by orchestrating cost-effective, organizational change initiatives across 8 key departments, including stock control, receiving and inspection, research, warehousing, procurement, purchasing, and financial monitoring.

Designed new centralized material-storage strategy for multiple weapon systems and consolidated workshops at satellite-maintenance facilities for more efficient use of personnel equipment.

Eliminated needless requisitions by devising sophisticated, accurate inventory-forecasting model.

Improved accuracy of asset position calculations, teaming with CMTS departments to define interface requirements between key systems for configuration management, production management, and logistics control.

Eliminated duplicate storage requirements for weapon systems spares by introducing common authorized stock list (ASL) for all satellite maintenance points. Developed standard contract-requirement document to define terms for government agencies and third parties to deliver spares for new weapon system.

Modified local fabrication program to strengthen visibility of open orders and maximized accuracy in determining workshop capabilities as well as tightened security access controls to SALCS system to limit access to sensitive data.

Initially oversaw configuration-management activities related to HAWK weapon system. Maintained master inventory file records of SALCS. Investigated requests for parts identification and confirmed parts configuration by reviewing engineering drawings.
Oversaw all facets of logistics function, including procurement of commercial and military equipment, spares management, transportation, requisition tracking, and contract initiation. Prepared letters of offer and acceptance (LOA). Conducted contract-management reviews and presented briefings to high-ranking officers.

Notable Achievements:

Selected personally for Logistics Specialist position and received letter of achievement from ICD Director for excellence in carrying out responsibilities.

Validated master inventory file with 160, 000 records and established multi-weapon system parts file.