ABDULLAH ALSAEEDI

• Successfully launched initiatives that expanded market share, particularly in nuclear medicine.
• Negotiated contracts to secure advantageous terms for the company.
• Increased participation in Nupco Tenders by over 200%.
• Developed strategic partnerships with reputable pharmaceutical manufacturers to obtain MAH for local content.
• Enhanced pipeline molecules by 30%, focusing on Oncology and Rare Diseases.
• Facilitated Chinese and Indian partners in bidding for Nupco tenders to enter the market.

Reporting to the Group CEO and supervising a Strategic Investment Office and 8 General Managers, running 8 entities with a total turnover of 1.2Bn SAR and more than 700 employees. This conglomerate owns pioneering organizations such as Nafa Medical, Atyab Najd Pharmaceuticals, Etad for Defense, Nafa Agriculture, and Sama Alghitha. As an EVP tasked with:

• Developing OSNR Dot Diagram, for financial performance analysis.
• Establishing Strategic Investments Office to hunt opportunities and enhance relations with existing and probable strategic partners.
• Allocating investments funds and resources.
• Working with board of directors to revisit corporate goals and decisively lead operations.
• Monitoring entities financial performance.
• Optimizing operational efficiency by streamlined processes.
• Fostering compliance and governance frameworks.

• End-to-End Delivery Management: from first mile delivery to last mile delivery. With stock control variance of 0.5%
• Customer Service Centric: Assisting customer with safe and on time delivery. Achieving +90% on Nupco Marketplace performance.
• Cross-Functional Performer: Collaborating with other teams to resource and deliver critical pharmaceutical goods on global shortage, such as Hajj critical items.
• Reducing the average imported Cost Of Goods (COGS) by 8%.
• Reducing Last Mile Delivery Cost to 2% of the Delivered Goods Value.

• Developing an optimized Quality Management System.
• Process improvement: transforming work into digital environment, which shortened time needed to complete procurement cycle.
• Reducing annual inventory cycle count variances to 1-2%
• Performance measurement: Establish KPIs and generate reports to optimize efficiency, reduce costs, and enhance customer satisfaction.

• Managing supply chain activities.
• Executing over 1500 POs locally and overseas, to deliver Sales Orders valued over SAR 100M
• Leading Annual Cycle Count for an inventory of value 12-14M Saudi Riyals, containing 3000SKUs
• Involvement in executing 2000 Work Orders delivered to high profile clients such Aramco, Sabic and MOD...