Naveed Ahmed , MCIPS

 Proactively involved in strategic sourcing initiatives to develop procurement strategy in liaison with the TAQA Central Team.  Manage end-to-end procurement cycle from requirement initiation to delivery and payments eventually by ensuring the compliance of group procurement procedure, improving efficiency and effectiveness by leading eight team members of category team and buyers.  Identify potential consolidated procurement opportunities at the OPCO and Group levels and lead the joint-Opcos tenders with agility and value delivery with 8% savings with an average AED300m spent portfolio.  Manage sourcing initiatives for the Corporate Services Category with special attention to details and effective internal stakeholders and supplier relationship management for high-value CAPEX / OPEX project/product & services procurement of HR (Hard/Soft FM, Outsource Manpower, Customer Services, HSE, Civil Construction, Consultancy Services (not technical), IT / Technology Transformation etc. In addition, inventory replenishment of routine non-core MRP materials sourcing.  Hire, train and motivate the category team to adopt the change and set new KPIs for their performance and career development.  Involved in Supply Chain Transformation project that included the restructuring and updated ERP system from Maximo to Oracle Fusion as SC Champion, Procurement Procedure and Policies review.  Managed Competency development of the team by introducing the CIPS Corp Award Program. Motivated, and trained the procurement team and achieved CIPS Ethical Procurement Certificate for AADC. Also Pursuing CIPS Level6 (MCIPS) through the award program, so far completed two modules.  Manage and lead for Employee engagement program with the HR and Supply team.

Lead effective acquisition of goods and services for NCS Fuel worldwide operations by managing and motivating the team in Dubai and UK. Handled spent value $36m with an average of 4% savings annually. • Devise global sourcing strategies for all direct and in-direct procurement CAPEX and OPEX categories. • Develop procurement price models for each bid submission for Defense & Govt. and commercial tenders in liaison with sale, finance, and operations team within deadline by reaching avg 95% efficiency. • Initiate two-way business relationship model with Tier 1 suppliers that cover 80% of spent value by developing long-term strategic partnership and moved non-active suppliers to Tier 2 and Tier 3 cat. which turned into 3% increase in annual savings targets in 2020. • Ensure S2P and P2P cycle complete with due diligence and in compliance with company policy and procedures. Achieved 95% of KPI rating for S2P and 98% for P2P cycle. • Achieved 6% hardcore savings and 8% efficiency savings in 2020 by successfully renegotiated the contracts in the post-pandemic savings initiative. • Lead a team of Logistics Coordinators and Procurement specialists in the EMEA region with 24/7 visibility of shipments movement by tracking and update on MS SharePoint. • Achieved OTD KPI with 99.8% and savings thru consolidation of consignments by 2% on freight cost category. • On hands Oracle Fusion, SharePoint, AX Dynamix (Navision), eProcurement modules (Tejari) 365 Office, Power BI, and Tableau.

Responsible for all goods and service procurement for Dubai and Abu Dhabi Extrusion plants by managing a team of 12 and spent value $150m annually. • Lead strategic sourcing initiatives for raw/packing materials and shared services for all CAPEX & OPEX requirements of two extrusion plants. • Negotiate existing contracts & exploring opportunities to reduce costs through process changes, supply chain, economies of scale, product sourcing. Achieved 4% savings in gas, packing and chemical cat. on alternative sourcing drive in 2019. • Sustain performance KPIs with average > 97% on key procurement metrics (Cost Quality and Time). Present monthly report to CEO on spent, savings with KPI results. • Negotiate yearly supply contracts for Billets, MRO items, FM and plant services and develop SLAs, supply & service contracts, AMC, Consignment Agreement, and BPAs with concerns business partners. Added 2% soft savings thru revised payment terms and favored Inco terms negotiation. • Manage complete P2P cycle with a motivated team of buyers and approve all RFQs, POs, Vendor onboarding requests. • Attend procurement audits, supplier evaluation, and vendor audits.

• Team player with leadership skills of managing a team of 8 buyers, assistants and juniors also served as Section Head of Procurement (General) in acting capacity time to time. • Handled $25 to $50m per annum spent. • Category Management: Indirect: IT (Office accessories, Servers, Networking/Datacenter, software/licenses & Hardware), Facility Management for Das Island Buildings ,Tools, Medical Equipments/Medicines, Light/Heavy Vehicles, Cranes, Fire & Safety equipments. Upstream Direct Drilling Category: OCTGs, Line hangers, Drilling bits, Valves, Electrical and Mechanical equipments. • Plan and develop most effective sourcing strategies, prepare/review RFPs/RFQs, Issued tenders to market, evaluate & analyze technical/commercial proposals, finalize contract/order/agreement by taking approval as per DoA and award to vendor. • Responsible for supplier performance assessment for managed categories thru SRM activities. • Initiate/implement & monitor procurement KPIs for team to improve PO/Agreement cycle time, reduce rejections, On-time deliveries, Saving v/s Spent, Claims settlements. • Delivered saving from 2% to 5% per year thru long terms non-committal price agreements with hard negotiations at the time of renewal and for new contracts/ SLAs. • Transform procurement process from conventional to most cost conscious model by introducing Total Cost of Ownership (TCO) with expected 10% decrease in cost.

• Plan, source & manage approx $200m/year of fuel purchasing spent. • Started as Logistics Analyst and promoted to Supply Chain Manager in one year. • Manage Foodservice and Fuel division’s complete supply chain that includes demand planning, procurement from local and international oil companies, logistics, warehousing from requirement request till delivery of materials to military clients. • Also worked as Business Reporting Manager: Hire, train and manage 8 team members in operation command center in Dubai-HQ that monitor the movement of trucks, storages, pipeline inventories, security threats and issue daily reports to senior management and military clients i.e. US Centcom, MOD, DoD. • Transport/Logistics planning: Explore and tested successfully the new source of fuel supplies in conflicting zone country in most critical and challenging environment.

• Supervise IT & Telecom Category with annual spent of $10 to 15$m per annum. • Design and develop supplier reliability and performance monitoring system and implemented. • Responsible for complete procurement cycle from requisition receipt till delivery of materials thru eProcurement (Oracle ERP system 11i). • Negotiate tenders and agreements and achieve 5% to 10% cost saving target • Responsible for vendor management and performance based commercial directory. • Lead and train juniors on category management assigned to each one.

• Plan, Source and Execute raw and packaging materials requirement for soap/sachet plants with MPS and RM/FP warehouse team using MRPII. • Participate in S&OP process with CS and DM • Led a team to order/track materials flow from requirement stage till available at production floor • Participate in RCCP and Corporate Performance assessment initiatives. • Deal directly with local and international supplier of raw and packaging materials for P&G Hub Plant and complete tracking of materials from extended supply chain model perspective.