ABDULLAH M. ALFARDAN

• Led a comprehensive Supply Chain Transformation program, driving end-to-end process optimization, enhancing visibility, and increasing value creation.
• Developed and implemented a Category Management concept at a group company, creating a structured approach for supplier segmentation, strategic sourcing, and spend analysis, resulting in improved supplier relationships and efficacy.
• Designed and executed a Group Centralization Procurement model, consolidating procurement activities across multiple business units to drive economies of scale and standardize procurement processes.
• Led a project to implement a digital procurement platform, integrating supplier management, e-sourcing, and contract management functionalities, enhancing procurement efficiency and transparency.
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• Actively participate in developing and updating strategies to position the sourcing and contracting function at a level that enables the organization to successfully implement its strategy, mission and vision.
• Conduct business review meetings with key stakeholders to the respective area to assess risk, review future strategies, and identify potential value creation opportunities.
• Actively shift top-tier spend from transactional purchasing towards strategic category management.
• Leading and coaching a centralized Professional Team of procurement specialists that manage P&C activities for ELM & its subsidies.
• Intra-Enterprise Projects:

- Build ELM Local Content Program.

- Robotic process automation of PR, DPRs, GR & Invoicing.

- A member of the Executive demand Review during Corona Pandemic to prioritize ELM demand & supplies based on financial reward and supply risk.

• Nationwide Mega Projects:

- Unified Governmental Resource-UGRP.

- Corona Mass Testing.

- Covid-19 Vaccination.

- MCIT-IT Upskilling Program.

- 911 Regional Call Centers.

- HUIC.

• Participate in developing the department strategies related to the respective area, mission and visions.
• Set policies, processes and procedure for supplier’s registration, qualification, development and segmentation.
• Manage supplier development and improvement programs based on suppliers positioning (Routine, Leverage, Bottleneck and Strategic Suppliers) in alignment with the corporate objectives.
• Leading and coaching Professional Team of SRM specialists.
• Related Projects:

- Optimize vendor registration process SLA by 50% through the integration with Wathiq.

- Develop and maintain suppliers’ commodity classification and ensure continuous update and control.

- Build ELM’s Suppliers’ performance management by electronically evaluate suppliers against a formalized and predefined metrics at every GR which collectively identify success and area of improvement for each supplier.

• Leading and coaching Professional Team of Contract Specialists to create value in all Sourcing activities and meet Company Demand.
• Develop Risk Management strategies to ensure Business Continuity.
• Proactively search for and identify opportunities for cost reduction.
• Ensure Sourcing function performance metrics are aligned with KPIs and compliance.
• Related Projects:

- A member of SADARA local content workstream that are responsible to develop Localization Strategy, Local Content policies, processes and procedures and monitor execution.

-Applied Vendor Managed Inventory (VMI) which streamlined the readiness of inventory during scheduled shutdowns and maintenance as well as reduced carrying cost and improved efficiency.

• Support the Strategic Procurement Manager in the delivery of a strategy to co-ordinate best purchasing practice and maximize benefits.
• Check validity of purchase orders, obtaining any additional necessary paperwork and manage any noncompliance issuance.
• Handling SADARA contract cycle activities.
• Related Projects:

- Worked with Accenture (strategic partner) as a focal staff for procurement policy and procedure designing.

- Proposing an initiative that increased procurement value creation and led to $ 2 million worth of savings.

- SADARA VAT implementation process- Procurement team.

• Analyze internal spend and supply market dynamics to provide a foundation for the strategic localization plan.
• Apply the different operating models for sourcing strategies to enable LC and ensure supply security from local market.
• Forecast SABIC future demand(long-Term 3+ years).
• Align common standards among SABIC affiliates and functions.
• Integrate SABIC demand and opportunities with other KSA key players to attract foreign investments.

• Divide SABIC suppliers into different segments based on criticality and availability of their supplies in the market.
• For each segment, continuously gather information of suppliers performance, such as OnTime & OnSpecs percent.
• Block constantly below performing suppliers and set corrective actions to be presented in case of unblock.
• Related Project:

- A member of the committee who created the above listed processes and procedures.

- A member of the team who build SABIC Supplier Portal.

- A focal point the integration of the suppliers’ qualification processes among SABIC MEA, Europe & America during “SABIC 1” project.