Qayum Saeed

BPR for the Petrochemical industry,(JV Aramco/Sumitomo-Saudi Arabia)in Saudi Arabia.

• For a FTSE 100 company Outsourcing Project I conducted the indirect Spend analysis with a total of £600M UK Spend.
• The analysis included high level Spend and Vendor categorisation as per 4C structure, Dashboard reporting with savings tracker.
• In-scope Outsourcing Spend of £240M has been identified and agreed by the Company’s Senior Stakeholders and Project Sponsor.
• Conducting the benchmarking analysis for HR, Travel, Marketing, Corporate Property and Professional Services with the Categories Managers and refining in-scope analysis.
• For a Multi-national company I conducted the initial procurement spend diagnostic across 5 of its divisions (FMCG, Telecom, Steel, Consultancy, IT) and provided with the combined spend £950M.
• In-scope combined Procurement Spend of £215M has been identified and agreed by the company’s UK and South East Asian Senior Stakeholders and Project Sponsors.
• Conducting the benchmarking analysis for HR, Travel and mobile in-scope spend across divisions, clients and market for the final opportunities meeting and projects selection.
• For the Oil & Gas sector I was responsible for the Nigerian market and conducted process analysis and put in place auditable Standard Operating Procedures for the procurement department.
• Conducted weekly stakeholder and crossfunctional team meetings to monitor SLA's and KPI's.

• Sourced and identified new suppliers in South East Asia for all knitted and woven garments and also brought along previous textile supplying contacts to facilitate direct sourcing and buying process that has a spend of £8M.
• Assessing the most appropriate sourcing option and identify appropriate vendors in the marketplace.
• Maintained and strengthened relationships with all suppliers and conducted level 2 audits in their factories by frequent visit to the region.
• Managed savings for up to 25% by going direct compare to 3rd party suppliers depending on the product.
• Liaised with local LSPs for better prices with savings obtained of up to 30% compare to the local agents.
• Managed project with the design specialist and QC to develop a Technical Pack and order-tracking document and worked on a project to develop and streamline a standard textile collection for Diageo Global brands and also BP Centenary event.
• Re-structured and managed the supply chain process for Continental Europe with 150 suppliers and up to 350 order lines.

• Managed and co led the Supply Chain transfer Project from Canon France to Canon Dubai.
• Lead the coordination of cross functional teams in EMEA (France’s sale Team, stakeholders, IT, Finance, Supply Chain, marketing, warehouses and customs) to implement new WOW and define responsibilities.
• Meeting with senior members of the client’s organisation with Canon’s Supply Chain Director to understand the business drivers, their requirements and their expectations.
• Working with the ‘business’ to understand and determine the business requirements and define the scope of the project
• Proposing and agreeing appropriate SLA’s that would adequately support the business
• Producing the necessary tender documentation (including RFI, RFP) with a corresponding evaluation model to aid the selection process.
• Drafting contract schedules in preparation for commercial negotiations.
• Participating in commercial negotiations and ensure the client receives a deal which represents the requisite balance between cost and value.
• Final Result – A successful implementation of the New Supply Chain structure in Dubai worth $15M.

• Managed and processed all Third Party, Distributors and Interco Key Accounts orders with annual value of £10M received from the region via JD Edwards and Export Manager.
• Planned and organized shipments with warehouses, inspection services and freight forwarders. Also worked alongside the finance team to process invoicing and credit notes.
• Planned and managed 2 ways order process: 12 months forecast planning for pharmaceutical products with various warehouses and 15 to 21 days rotation stock and allocation for consumer products with the demand planning team.
• Active link between cross functional teams (markets, regional offices, finance and sales) to understand WOW and identify issues to draw action plans to improve process.
• Scheduled weekly stakeholders update meetings for the running and pending orders, forecasts, queries and complaints.
• Managed the Re-organisation Project for Mauritius and Madagascar markets which consisted of SOP implementation between key accounts and GSK, redefining the roles of all intermediates and system updates as far as new and obsolete SKU’s are concerned.