Ammar Al-Rifai (BSME, MBA, CPSM, CAPP)

- Creation and management of the tools, methods, technologies, metrics, reporting, tracking, policies, and communications with our internal stakeholders and suppliers - Responsible for developing and communicating the roles and responsibilities of the strategic sourcing team as it relates to our internal stakeholders and the management of sourcing strategies and procurement initiatives - Work closely with the Strategic Sourcing team, as well as cross-functional teams across the business, to be an architect in the design and execution of the strategic sourcing organization

- Accountable/responsible for overall process design and its application, and continuous improvement in accordance with process guidelines, framework, and tools in own process scope. - Ensures that processes are sufficiently documented, and that concerned entity at Procurement has the right competencies and competitive personnel in the right place at the right time to accomplish business goals. - Enables the training framework, including monitor methods, priorities, and gap analysis and the solutions to the organization. - Focuses on designing and implementing cutting edge systems and tools across the Procurement function, from source to pay through to supplier management, focusing on a specific perimeter and closely coordinating with the rest of the team. - Ensures the accessibility of all the Procurement related data and enabling data analytics for the all procurement-related functions.

• Led the management of Indirect spend by instituting sourcing-, risk mitigation, and supplier performance management strategies with all corporate business function- and site management stakeholders. • Enhanced the efficiency of the Source-to-Pay process by establishing a clear, consolidated direction and aligning such with all stakeholders. • Identified major value opportunities with potential hard savings by establishing spend analytics drawing from 7 different ERPs. • Laid the groundwork to support capital expenditure (CapEx) projects over 5 years by founding my team’s sourcing service offering and recruiting qualified, experienced Sourcing Manager to provide these services to our stakeholders. • Supported 150 Business Purchasers by establishing and leading a new team of 6 to implement and administer procurement-related systems and transactional operations. • Increased the productivity of the contracting process by sourcing & implementing a new CLM system and consolidating multiple systems. • Formalized accountability and service levels by establishing service request processes in Service Now & transitioning away from email boxes. • Achieved improvement in team throughput via establishing key performance metrics (KPIs) and tracking against internal SLAs. • Enriched Procurement service quality by implementing the “Procurement Academy” e-Learning platform and driving my team’s development. • Improved purchasing process for tail spend by promoting Pcard- and Amazon based ordering processes and platforms. • Prepared for return to business travel by further establishing the new Trip Actions service provider and platform.

• Supported 400 Business Purchasers by managing a global team of 9, including 1 sub-team manager to implement systems and administer transactional operations • Facilitated an overall 3-5% hard savings on total annual spend by establishing the analytics and eSourcing systems and processes by which cost-saving strategies were executed also minimizing short- and long-term risks • Furthered the strategic focus of our CMs by establishing a small buy desk within the operations team to support the analytics and contract record administration activities for 350+ sourcing projects annually and fully manage smaller, routine buys • Ensured an 85% policy and process understanding by managing interns to complete all activities related establishing and revamping an intranet site that provided all policy, process and system documentation to all employees • Supported 350 sourcing projects annually by implementing the system used by the Category Management (CM) team for the intake of sourcing requests from Business stakeholders, workload management of all projects, project management and collaboration, and results reporting • Enhanced the maintenance of 200 high-tier supplier relationships through supplier segmentation and performance management processes within the CM team • Upgraded the productivity of supporting 2500 user assistance requests annually by moving my team from shared e-mailboxes to a service ticket system and establishing performance metrics • Increased the annual rebate 40% by leading the Procurement Card (Pcard) administration team to update and communicate policy, promote usage, enforce compliance, and support usage of a newly established Pcard ERP module • Piloted the management of $50 million in tail spend via a proof-of-concept of a new dedicated point solution • Achieved 90% compliance for the $30 million travel spend category by supervising the daily support operations including coordination with the Third Party Company (TMC) travel management provider

• Achieved an average annual savings of $6 million by managing an $85 million annual spend for capital- and operating expense categories covering a large variety of goods and services • Supported the capital and operational plans for establishing 150+ new and refreshing 500+ existing stores annually through sourcing equipment and services categories end-to-end; starting with need identification through to contract negotiation and execution • Contributed to establishing over 500 new and remodeled stores per annum including several Flagships by supervising a staff of Procurement Specialists’ daily ordering operations to efficiently complete the necessary purchasing activities within my categories• Established a global collaboration with Procurement and Business partners in Europe, South America, and the Far East in support of the Walgreens Boots Alliance merger • Increased the efficacy of the purchasing processes related to my categories by establishing ordering databases, implementing a Direct Store Delivery model, and supporting the transition to a new Oracle ERP eProcurement system • Furthered the revenue potential of several seasonal and special merchandise product lines by managing a multitude of display fixture development projects from inception to completion • Ensured supplier performance to Service Level Agreements (SLAs) and identified possible savings opportunities by establishing multiple reports from various systems including data on each category’s items and processes

• Enhanced company-wide financial reporting and purchasing by completing the global PeopleSoft ERP system’s procurement module upgrade in India, North America and Europe including managing the data conversion, testing, implementation and stabilization efforts • Ensured the stability of the new ERP upgrade by administering the Procurement module including user access analysis and approvals, issue resolution, and management of bug-fixes and enhancements • Improved Procurement-related data management by streamlining vendor onboarding and e-catalog management processes • Promoted compliance with procurement policies by providing continuous user and procurement team training, and operational guidance • Completed the integration of several major merger and acquisition targets’ suppliers and procurement systems and processes through system configuration and data conversion activities, and by coordinating with and training of new employees

• Supported 250 Business Purchasers by managing 5 team members’ daily functions supporting the use of the PeopleSoft ERP system’s procurement module and relevant Procure-to-Pay processes • Enhanced the cost-effectiveness of routine support activities such as vendor file and e-catalog item setup, and simple purchase requisition review by transitioning to offshore resources • Improved the value-add of local resources by designing and implementing the process for reviewing and preparing documents, and staging ERP transactions for contracts and SOWs valued at under $50,000 • Improved the Procure-to-Pay process efficiency of smaller-dollar purchases by facilitating the establishment and proliferation of a new corporate Purchasing Card (Pcard) program • Contributed to enhancing company-wide financial reporting and purchasing by starting the global PeopleSoft ERP system’s procurement module upgrade in India and North America, and managing my team’s data conversion, testing, implementation and stabilization efforts • Improved team productivity by establishing standardized reporting based on system queries that generated daily and ad hoc reports on team KPI metrics, projects support and issue resolution • Completed the integration of several major merger and acquisition targets’ suppliers and procurement systems and processes through system configuration and data conversion activities, and by coordinating with and training of new employees

• Established the purchasing function for both direct- and indirect spend by designing and implementing processes including tracking performance metrics • Founded the purchasing team by recruiting, training and managing a growing staff of up to 7 members to execute all purchases • Ensured optimal business operation by managing an annual spend of ~$2.5 million of ongoing, domestic and imported purchases by performing purchasing functions (sourcing, contract negotiation, and delivery logistics) for high value- or high-risk purchases, and 3 expansion projects • Contributed to a steady cash flow model by ensuring a balanced distribution of financial commitments via developing smooth interfaces with the Production, Warehousing and Payables functions • Impacted a consistent positive profitability by maintaining a career average annual savings of 17% via continuously driving savings initiatives with incumbent and new suppliers • Mitigated supply chain risk by maintaining a multi-tiered supplier base for the most critical product and service categories • Diversified the supply chain by initiating the expansion of sourcing efforts to suppliers in China and India

Graduation pending completion of thesis requirement

* Golden Key National Honors Society member since 1992. * Rugby forward from 1992 to 1994.