Strategic Transformation & Operations Leader

Mohammed H. Al–Asmari Business Executive

+966-********* • ********@*****.***

A seasoned business executive with over 30 years of experience driving operational excellence and leading change management initiatives across diverse organizations. Proven expertise in business transformation, strategic planning, and optimizing budgets resources, and dedicated to serving as a leader, consultant, mentor, and coach.

AREA OF EXPERTISE

Transformational Leadership Supply Chain Management Strategic Planning

Business Acumen Digital Transformations Project Management

Working Capital Optimization Government Processes Operational Excellence EXPERIENCE & NOTABLE CONTRIBUTIONS

GENERAL DIRECTOR, SUPPLY & SERVICES

Strategic partner and excellence center for all Supplies and Services acquisitions aspects supporting KSA’s military readiness while ensuring transparency, accountability and spending efficiency

Led the implementation of an ERP- (Supply Chain Management) project

Spearheaded the planning, design, and implementation of a complex ERP system across MOD.

Ensured EPMO standards and best practices throughout the ERP implementation. Resulted in the deployment new operating model across all dimensions of the Deputyship, creating an efficient and effective centralized procurement function, leading to a 25% enhancement in procurement cycle times.

Established and maintained clear communication channels with stakeholders at all levels, providing regular project status updates and ensuring alignment with EPMO reporting requirements.

Optimized processes to ensure business continuity and project success, ensuring seamless system integration to deliver cutting-edge technology solutions that meet the ministry's needs.

Led Transition phase of Acquisition processes across 8 value chain charters and acquisition type:

Managed the collection of information and data on supplier capabilities and external cost related to needs definition of Forces

Oversaw the development of the workforce and development plans, and ensure that it is adequately staffed at all times with the right talent to drive its operations

Managed tenders, negotiations, and awarding of contracts saving hundreds of millions RAJHI - INVEST Nov, 2017 – May, 2022

VICE PRESIDENT, SUPPLY CHAIN

Increased business demand for the company's product 50% by sourcing new production line machinery and introducing a new business segment from China.

Implemented project management methodologies, adhering to PMO principles, to streamline the introduction of new product lines and machinery. This resulted in a 30% optimization of working capital, a 40% increase in customer satisfaction, and a 15% reduction in project lead times.

Reviewed and restructured organizational culture and change management strategies, which led to a 50% on efficiency gains and cost savings.

ARMAMENTS & PROCUREMENT DEPUTYSHIP (MOD) Jun,2022 - Present

Improved business financials from “ 100million to 25 million” by factories lean operational methodology, working capital optimizations along with new product range and more market share.

Developed supply chain projects, strategic goals, business plans, budgets and resources to achieve 30% costs saving,

Saudi Ceramics 2015 –Nov, 2017

CHIEF SUPPLY CHAIN OFFICER/VP

Oversaw project portfolio management for supply chain initiatives, ensuring alignment with strategic objectives and PMO guidelines. This contributed to multimillion-dollar savings in contracts and startup costs for plant and machinery expansion projects through effective resource allocation and risk mitigation.

Directed all activities and functions to establish strategic partnerships with key suppliers and internal customers, achieving a 20% cost savings through improvements, on-time delivery of goods, and upgraded process efficiency via elimination, simplification, and standardization of activities.

Accomplished an examination of the entire supply chain process of Saudi Ceramics, worth 1 billion, through the development and execution of innovative supply chain strategies.

Optimized inventory, reducing finished goods inventory by 20% in value and raw materials inventory

(valued at SR 1 billion) to optimum safety stocks of 2%. SABIC 1996 – Feb 2015

SUPPLY CHAIN GLOBAL MANAGER, •Nov 2007 – Feb 2015

Led the design and implementation of competency-validated, business needs-based learning strategies and solutions/programs for Supply Chain across SABIC globally.

Applied EPMO best practices in the development and delivery of supply chain learning programs, ensuring alignment with organizational competency frameworks, contributing to increased supply chain expertise, improved employee job satisfaction, and higher employee proficiency scores.

Directeda **SR 500 million** supply chain transformation project, using EPMO methodologies to ensure successful on a time delivery, resulted in a 10% reduction in operational costs.

Implemented process improvement strategies and knowledge management solutions for the business team, aligning with PMO guidelines to achieve core objectives of supply chain transformation project worth

“SR 500 million”, resulting in a 10% reduction in operational costs.

Establish partnerships with world-class Supply Chain business partners to provide global best practices

Developed and planned major infrastructure investments, designed and executed best-practice supply chain organizations, and oversaw business processes across all Business Units.

Developed curriculum plan for SABIC Supply Chain Operating Model, including Order–To-Cash, demand, supply, sales and operations planning excellence.

AREER, 1994-2007 (Held various positions)

Shared Services Account Manager, IT services manager, and Shared Services manager, ERP transformation project Leader, Process control engineer and section head, Saudi Telecom System engineer (1994-1996). EDUCATION

MBA, THUNDERBIRD SCHOOL OF GLOBAL MANAGEMENT 2013 B.S. in Systems Engineering, King Fahd University of Petroleum and Minerals (KFUPM) 1994

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