Haitham Al Imam CSCP SCOR P

Develop procurement strategies for all raw material procurement, with the aim of reducing costs, reducing lead times and eliminating out of stock scenarios. Work on Increasing the effectiveness and responsiveness of the procurement department by setting measurable KPIs.

Work closely with the COO and group supply chain director in developing the group supply chain and procurement strategies in alignment with the group’s operational strategy and vision. Lead the group’s supply chain teams in implementing the strategies and programs. Evaluate the group’s performance for procurement and inventory through dedicated dashboards and business intelligence portals. The group companies entail tissue mills in Egypt, Jordan and the UAE as well as manufacturing facilities in Egypt, Jordan, KSA, UAE, and Morocco. • The total procurement budget: 200M USD. • Direct reports: 3 • Total head count: 3 Achievements: ● Recognized for outstanding performance during 2016 ● Successfully negotiated all supply contracts for key raw materials ● Successfully reduced inventory days for raw materials, improving the overall cash-to-cash cycle time. ● Successfully secured supply for large increases in demand for key commodities while markets were extremely tight and competition was facing stock outs.

Lead the supply chain function by setting the supply chain strategy and key objectives while aligning with the group’s strategy and operational pillars. The supply chain function includes supply and demand planning, warehousing, distribution, and procurement serving 5 different countries (Jordan, Iraq, Lebanon, Syria and Palestine) where Fine is a market leader in the FMCG products that it produces. • Direct reports: 5 • Total head count: 240 Achievements: ● Implemented the supply chain KPIs program to evaluate and monitor the supply chain. The KPIs include, perfect order fulfillment, order cycle time, inventory turns, cash-to-cash cycle time, etc. ● Championed the implementation of Demantra and Advance supply chain planning modules. ● Developed dashboards and reports from Oracle EBS and Demantra to evaluate the performance of the supply chain ● Implemented a demand planning cycle before the S&OP cycle, which led to more accurate forecasts ● Fine-Jordan was the group star performer in inventory level reduction and inventory turns, Achieving 12.5 turns for raw material and 6 turns for finished goods. ● Reduced warehousing costs by of 300K USD annualized by optimizing production schedules allowing for the closure of a rented warehouse and optimizing the movement of finished goods between the warehouses and the distribution center. ● Introduced new KPIs to allow for better visibility and performance measurement such as days of supply at the distribution center, number of trips per truck per day, number of orders delivered in full and distribution center SKU stock out. The measures have allowed for improvement in chronically problematic areas.

Manage the centralized procurement department (CPD) for FHH. The CPD is responsible for setting and implementing the long and medium term procurement strategy for the raw materials and finished goods for the absorbents business across the MENA region. • Total procurement budget: 70M USD • Direct reports: 3 • Total head count: 3 Achievements: ● Generated unbudgeted savings of 17%, 7%, 12% on the cost of ownership of raw materials for 2012, 2013 and 2014 respectively by working with partners within the supply chain on different cost savings projects. ● Generated the group’s rough cut capacity and supply plan. The plan identified group wide capacity constraints and provided solutions to overcome these constraints. ● Procurement team leader for a group wide inventory reduction project in 2013 and 2014. The project has yielded 20 million USD in inventory reduction. The strategies used were: ○ Shifted safety stocks upstream in the supply chain ○ Decreasing lead times for raw materials ○ Decreasing delivery batch sizes while increasing delivery frequency of raw materials ○ Depleted 50% of the group dead stock ● Supply chain team leader for projects conducted across the group for the launch of new products. This entailed group level demand and supply planning and raw material procurement. ● Successfully managed to overcome production capacity deficiencies by outsourcing finished goods without any out of stock days, sustaining the required customer service levels. ● One of 5 team members who were awarded for outstanding performance during 2012.

Set up and managed the different functions within the supply chain department for IWI, a startup company at the time. The department consisted of 12 team members responsible for procurement, warehousing, and logistics. Achievements: ● Established the supply chain department at IWI by establishing policies and procedures, supplier sourcing, logistics service provider sourcing and setting up the warehouses and storage systems. ● Implemented a weekly operations alignment meeting with the production and installation teams. As a result, this helped reduce the days of supply for raw materials sourced locally to 7 days of supply. ● Analyzed and fine-tuned the supply chain with the objective of minimizing cost without affecting the business. This resulted in: ● Reduction in packaging costs by 10% ● Establishing an efficient bin system in the consumables warehouse that allowed for faster picking and quicker cycle counting. ● Decreased container and truck loading and unloading time by 1 hour by conducting time and motion study and implementing the findings. ● Worked with raw material suppliers on reducing the cash-to-cash cycle. Inventory was push further upstream at the suppliers end and payment terms were extended to help with cash flows. The estimated yearly procurement value of raw materials was 3M USD.

Supervise the day to day operations of the Amman support office. The office provides lifeline support services to all the company's projects in Iraq. Ensured that the office's running costs were within preset yearly budgets. Responsible for the accounting records and petty cash disbursement for the office. Member of various procurement teams responsible for the purchasing of materials (engineered and non-engineered) for the different Power, infrastructure, water and O&M projects within the Middle East construction program. Setup a new procurement process and authored the instruction manual for all procurements under the Middle East construction program. The manual was designed to act as a summary and guideline for all procurements that were to adhere to the federal acquisition regulations, the Sarbanes Oxley act and internal company policy. Trained newly hired procurement personnel on procurement regulations and how to use the procurement software, Marian. Responsible for ensuring that all purchases made through the Amman office adhere to the federal acquisition regulations, the Sarbanes Oxley act and internal company policy Supervise the transportation of all material purchased through the Amman office to Iraq. Method of transport was determined based on urgency and cost effectiveness.

Performed market research and identified potential vendors Issued requests for proposals, negotiated with vendors and issued subcontracts for various services including accommodation, air plane charters and travel agency Audited the company's current and previous subcontracts for discrepancies to ensure adherence to the federal acquisition regulations and internal company policy