EVP – Supply Chain — Social-Infrastructure Portfolio

The mandate

A Saudi social-infrastructure portfolio is preparing healthcare, education and civic PPPs while critical equipment, building systems and service consumables remain concentrated among long-lead suppliers. Bids assume localisation and availability that procurement has not always validated below the primary contractor. The board is creating an EVP Supply Chain role to make source, logistics and lifecycle continuity part of PPP commitment.

The role will lead approximately SAR 22,100 million in projects and operating assets and 1,350 employees and material partners. Accountability covers procurement, category strategy, supplier development, planning, logistics, inventory, localisation, resilience and supply talent. Project and service leaders own requirements and delivery; engineering owns technical approval. The EVP owns supply feasibility, total economics and recovery across the asset lifecycle.

Social-infrastructure supply has different consequences by category. A specialised medical system, school technology platform, lift component and routine consumable require distinct qualification, spares and recovery. The EVP will segment sources by public-service consequence, lead time, substitutability and support horizon rather than annual spend alone.

PPP expansion requires evidence before bid. Supply cases will identify specifications, approved sources, sub-tier materials, installation, commissioning, maintenance, currency, customs and service. A letter of intent or distributor promise is not capacity. Localisation commitments will state work, investment, competence and time to qualification.

Why this seat is open

This is planned new hiring within the approved operating model and has no predecessor. A four-to-six-month search allows the appointee to join before bid and mobilisation commitments are fixed. Current procurement leaders retain existing responsibilities during selection.

What you will own

• Establish supply strategies by category and public-service consequence.
• Verify sub-tier, capacity, tooling, logistics and support dependencies.
• Embed supply and localisation evidence in PPP bids.
• Design inventory, spares and recovery across construction and operations.
• Govern suppliers, responsible conduct and total lifecycle cost.
• Build successors across procurement, planning, logistics and resilience.

Category plans will expose dependency below the contracting party. For diagnostic equipment, control systems, lifts, cooling, specialist finishes and essential consumables, the EVP will trace original manufacturers, approved components, software or calibration rights, installation skills and service parts. Supplier health will combine capacity, quality, cash, cyber, labour and geopolitical signals. A distributor's local warehouse will not be treated as resilience when the same overseas factory, port or technician remains the single point of failure.

Localisation will be governed as an industrial capability programme, not a bid percentage. Candidate suppliers will receive transparent qualification stages, forecast demand and technical support, while engineering retains independent approval. The EVP will decide when dual sourcing is economical, when strategic stock is justified and when a long-term support agreement is safer. Authorities will see evidence of sustainable domestic value, including skills, repair capability and sub-tier development, rather than nominal pass-through purchasing.

Mobilisation plans will connect construction handover with operating supply. Initial spares, consumables, warranties, maintenance tools and supplier data must be available before service commencement. Inventory settings will reflect clinical or educational consequence, shelf life and replenishment variability. Shortage rehearsals will test allocation, substitution, communication and recovery without exposing patients, pupils or facility users to avoidable disruption.

Supplier resilience will be tested physically. Alternate sources must complete technical approval, sample production, delivery and acceptance. Recovery-time objectives will include customs, installation and commissioning. Where only one viable source exists, the EVP will recommend contract rights, strategic stock, redesign or explicit risk acceptance.

Inventory decisions will reflect service. Construction materials, commissioning spares, critical service parts and consumables need separate policy. Buffers require ownership and expiry. Savings through lower stock will be measured against downtime and public-service obligation, not turns alone.

Local supplier development will use capability milestones. Price, quality, capacity, workforce, compliance and financial resilience will be assessed. Support will have defined transfer and exit. Procurement incentives will not reward nominal local content unsupported by lasting capability.

Vendor contracts will address data, documentation, training, warranty, cyber and end-of-life where relevant. The portfolio must retain enough knowledge to maintain essential systems after construction. Contractor or vendor insolvency will not be treated solely as a legal matter.

The first 12 months

Within 90 days, the EVP will map the 50 most consequential sources, review live PPP assumptions and assess leadership. The sponsor will receive immediate bid, inventory and supplier-development decisions.

By month eight, ten critical categories should carry tested recovery, two PPP bids should use verified supply cases and selected local suppliers should reach qualification milestones. Service-spares policy will operate across priority assets.

At year-end, critical-source recovery coverage should exceed 90%, premium freight fall 20% and inventory cash improve 10% without reduced service availability. Ninety-five per cent of PPP supply milestones must meet approved dates, with no material commitment based on an unverified localisation or sub-tier assumption.

What the board will measure

• PPP promises supported by deliverable supply.
• Critical public services protected from concentration.
• Responsible, capable localisation.
• Better inventory and lifecycle economics.
• Strong supply leadership and succession.

The person

You are an EVP Supply Chain, infrastructure procurement leader or service-supply executive with 18–22 years of experience. You have governed at least SAR 12,800 million and 950 employees. Evidence must include a concentrated-source recovery, localisation qualification and a service-parts system supporting high-consequence assets.

This onsite Riyadh role requires supplier, project, facility and authority travel. You combine commercial strength with technical and public-service judgement.

Compensation and terms

Fixed compensation is SAR 1.4–1.9 million plus annual incentive. Measures include continuity, bid quality, localisation, inventory, supplier performance and succession. Final terms will reflect the confirmed supply perimeter.

Confidentiality

The portfolio, bids, suppliers, categories and localisation plans remain confidential. Further information follows qualification and an undertaking. Riyadh and approximate figures are non-identifying.