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Mohammed Hajjar is the Managing Director of nextmove in the
Kingdom of Saudi Arabia. Before joining nextmove he was a
senior manager at Arthur Andersen Business Consulting where he
worked in the United States, Canada, Saudi Arabia, Kuwait and
Bahrain. He has played a lead role in several industries in the
following areas:
· Strategic development and planning;
· Corporate planning & restructuring; and
· Business reengineering;
His main experience is in turning around outdated and stagnant
businesses into dynamic organizations that are lean and
efficient while concentrating on increasing revenues and
shareholders' equity.
Mr. Hajjar holds a Master’s degree of Science in Computer &
Information Systems from Pacific University, USA along with many
training certificates from the Arthur Andersen Professional
Development Center and other institutions in Canada and USA.
Training includes Business Solutions, Application Selection &
Implementation, Strategic Logistics, System Architecture,
Client/Server Architecture, Business Process Reengineering,
Document Imaging, Database Management, Joint Application Design,
etc.
He fluently speaks English, French, Italian, and Arabic. |
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BUSINESS CONSULTING
Mr. Hajjar's professional career began with Arthur Andersen in
Canada where he joined as a consultant, and later progressed on
the corporate ladder to become a senior manager in the Jeddah
practice. He has worked with a wide array of clients from
different industries and in different countries (USA, Canada,
Saudi Arabia, Kuwait, Bahrain, Lebanon, etc…). Examples of such
projects/clients:
Business strategy and Future Road Map
Client:
Large Conglomerate in Saudi Arabia
Worked on identifying areas for improvement, validating the
group vision and on developing a new organization structure
which grouped companies into 6 groups each based on a different
industry. Furthermore, developed a future road map for
implementing the new recommendations and realizing the benefits
that have been outlined. Savings were estimated at SR 180
million per year.
Business strategy, Reorganization and Software Selection
Client:
Large Financing House
Developed a new strategy for the financing arm of the bank in
such a way that could enable immediate expansion and reduction
of overhead cost which was a key issue. As a result, the new
services were introduced along with a road map. The initiative
was followed by software selection.
Business Process Reengineering
Client:
Department of Social Services, Newfoundland Canada
Led a team of consultants to totally redesign operations at the
department of social services in Newfoundland, Canada.
Government was under pressure to reduce its cost while improving
service to welfare recipients.
Client: International Petroleum Company, USA
Designed the new procurement business model in such a way that
will dramatically reduce the cost of procurement for this large
multi national organization. The business model was followed by
the implementation of a software system.
Client: Large company in Saudi Arabia
Aimed to re-organize this multi business unit organization to
enable it to reduce cost and improve efficiency. The scope of
work covered business process reengineering of all operations as
well as the development of policies and procedures for finance,
human resources and operations departments. Furthermore, the
scope included the development of an organization structure and
the selection of a software package that enables this
organization to compete in the local and foreign markets.
Once a software package was selected, full implementation was carried
through that included finance, sales and distribution, human
resources, etc.
Business strategy and Reorganization
Client:
Large group of companies in Saudi Arabia
Led the development of a new vision for re-organizing this multi
sale division company into a centralized Processing Center. The
center would become the customer point of contact for purchasing
vegetable oil, food snack, dates and sugar business units of
this large company. Previously each division dealt separately
with the client. As a result, this group achieved 39% reduction
in overall overhead.
Client:
Large integrated poultry farms
Helped the client establish a new expansion vision to one of the
largest integrated poultry farms in the world and transform the
organization in a way that can fulfill the new vision. The
scope of work included the rearrangement of the integrated
supply chain areas (500 farms, Hatcheries, slaughtering houses,
animal feed plant, transportation, etc.) as well as
restructuring all support functions (finance, human resources,
purchasing, etc). The work resulted in developing a new vision
for the organization supported by a new organization structure,
policies & procedures, as well as the selection of a new
software system.
The project included redesigning the processes and conducting a
computer simulation to calculate the time and cost of the
process. New policies and procedures were created to support
the new vision. Key performance indicators and measures were
established to track the progress of the new organization and
enable continuous improvement.
Between 39% and 79% in cost reductions were identified and an
overall of 69% was realized as a result of implementing the new
changes.
Client:
International soft drink company in Saudi Arabia
Mohammed led the selection of a total solution to an
International soft drink company. The solution included the
selection of an ERP package, Supply Chain Execution package (SCE)
and Hand Held Terminals.
Hospital Re-organization
Client:
Group of Hospitals (Middle East)
Worked with a specialty hospital to completely transform the
outpatient and inpatient care in such a way that optimizes
patient throughput and increase the hospitals profitability. By
conducting focus group sessions, was able to identify a new
direction for the hospital. As a result of this solution, the
hospitals were able to treat more patients in the outpatient
department and to increase the number of surgeries that were
performed on a daily basis.
Diagnostic Review
Client: Retail Company, Saudi Arabia
Was in charge of providing the client with a complete diagnostic
report regarding the enterprise. The scope of the project
covered the strategic, operations, information systems and Human
Resource areas. The client was a multi branch, multi business
Unit Company where the main business included sale of carpet,
textile and furniture. Other business units included investment
and real estate. The report identified some quick fixes that
helped improve the situation, in the short term. At the same
time, it led to a massive reconstruction of the organization.
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