Hisham Zorgan

MENAISCO is a top provider of first-class, , which include Engineering & Field Services, Project, and Construction Management Services (PMC), Technical Staffing Services and Permanent Placement

• Drove year-over-year business growth while leading operations, strategic vision and long-range planning.
• Responsible for overall company operations, including revenue, profit & loss, budgeting, financial integrity, business planning and execution creating and leading the sales and services strategy across MENA network
• Led and contributed to market and business development activities, identifying and pursuing new potential client services opportunities
• Improved market position of company and achieved financial growth while maximizing revenues
• Established appropriate internal organization for Company's operations, including adequate functions for service support, internal control and compliance, risk system and control procedures, management of confidential information, and like
• Augmented payment terms with high spend suppliers from 30 days to 90/120 net days to deflate company cash flow and improved cash-to-cash cycle time by 36%
• Instituted monthly performance reviews to identify issues and increase customer satisfaction
• Collaborated with team members to achieve target results.
• Proved successful working within tight deadlines and fast-paced atmosphere.
• Used critical thinking to break down problems, evaluate solutions and make decisions.

General Electric Company (GE) is an American multinational company for more than 125 years, GE has invented the future of industry .

Today GE is best known for its work in the Power, Renewable Energy, Aviation and Healthcare industries

Reports: 5 direct, 1900 indirect wage personnel

Spend: $800MM

• Led team of 5 direct reports, 1900 indirect wage personnel,Reported to Vice President.
• Managed business relations with more than 2000 suppliers in both regional and domestic markets, supervising more than $800MM in total spending, $500MM in controlled spending and up to $300MM in directed spending
• Recognized by management for Deliver Results in Uncertain World Award
• Significantly drove business objectives improving service from 76% to 99.0%, quality index from 95% to 99.7%, and safety index from 90% to 99.1%
• Championed efforts in achieving annually qualified / validated hard savings of $65M on spending of $500M
• Identified cost-effective vendors and set up favorable contracts, saving $500K per year in MRO and IT expenses.
• , extended payment terms with high spend suppliers to deflate company cash flow and improved cash-to-cash cycle time by 11%
• Progressively spearheaded over 4,000 suppliers and vendors within MENAT region and implemented strategies that reduced supply base by over 40%
• Utilized Six Sigma tools for assessment of service vendors based on quality, cost, lead time, and responsiveness, which resulted in $10MM cost avoidance/soft saving
• Provided leadership and direction to the team for delivering the new Emirates Engine Maintenance Centre (EEMC) for and on behalf of GE Aviation and generated $6 million in cost-out on an initiative for alternate O&M Services and Labor Services Suppliers

DHL is the global leader in the logistics industry. Specializing in international shipping, courier services and transportation.

Reports: 9 direct, 1300 indirect wage personnel

Spend: $125M

• Restructured procurement group and instituted new methodology to improve performance in quality, service and costs, also reduced structural costs by 30% by effectively leveraging resources and supplier management techniques.
• Progressively spearheaded the (CAPEX & OPEX) across all divisions Express, Logistics, Ground Services/Operations, Mail and across all categories Facilities ,Ground fleet, Manpower, IT, MRO, T&L, and Network Supplies, Services.
• Designed, and formulated supply chain & operations newsletters to keep company stakeholders abreast of department initiatives and activities.
• Recognized by management for Valuable Achievement Behavior
• Generated $60 M in material savings over a four-year period, representing average annual cost reduction of 6.5% over that time frame
• Slashed down stock-outs, augmented shop floor efficiency by 6%, resulted in the growth of revenues by $1.6M after 12 months by leading the continuous improvement initiatives in the warehouse
• Introduced supplier managed inventory, reduced direct cost by 20% and company's exposure to holding inventory and rationalized packaging requirements