Global supply chain transformation IN ASSOCIATION WITH VODAFONE QATAR
DIGITAL REPORT 2020
Global supply chain transformation WRITTEN BY
LEILA HAWKINS PRODUCED BY
GLEN WHITE
J U LY 2 0 2 0
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04
Hicham Nehme, Head of Supply Chain at Vodafone Qatar, on the complexities of the supply chain transformation and overcoming unexpected challenges
W
ith vast swathes of the population working remotely and living under lockdown
conditions as a result of the global COVID-19 pandemic, the world has never been so dependent on telecommunications. Vodafone is playing a major role in keeping people and organisations connected. To do so, it has relied on a robust strategy that enabled it to overcome significant challenges to its supply chain.
Hicham Nehme, A. Head of Supply Chain at Vodafone Qatar, on mitigating supply chain risk under COVID-19 CLICK TO WATCH
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2:51
Hicham Nehme, A, Head of Supply
This process involved recognising
Chain, explains that the Vodafone sup-
the difficulties that employees may
ply chain has been very much proactive
be experiencing in adapting to work
rather than reactive, beginning a process
from home; ensuring customers are
of stringent crisis planning as early as
getting the best possible service
December. First, the company identified
now that telecommunications are so
four pillars for supply chain management
essential to daily life; understand-
(SCM) resilience: employees, custom-
ing its supplier profiles so that it is
ers, suppliers, and emergency planning.
prepared for potential problems with
“After identifying these,” says Nehme,
sourcing and, finally, building a com-
“we had a much greater understanding
plete end-to-end strategy based on
of how to manage the crisis.”
these points.The latter would enable w w w.vo da fon e. q a
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V O D A F O N E Q ATA R
Vodafone Qatar to move from crisis
six or more months of supply deliv-
mode to business as usual.
ered by March. It planned ahead in
SCM coordinated with each depart-
case of shortages that would lead to
ment on the local level, and with VPC
price increases, and signed three-year
on the group level, to determine what
contracts with all its suppliers.
the biggest problems would be and
“When the pandemic started, the
what actions should be taken to solve
first question was how can we import
these, both in the short and long term.
from China, and we generated tens of
SCM strategy has revolved around
scenarios looking at how we could do
being prepared – and anticipating
this,” notes Nehme. “Now the whole
scenarios rather than dealing with the
world is locked, and the situation has
fallout. For example, in January it bulk
changed to: ‘how can we import from
ordered stock to ensure it would have
the rest of the world?” It’s important
Hicham Nehme, A. Head of Supply Chain at Vodafone Qatar, discusses the importance of leadership in supply chain CLICK TO WATCH
|
2:11
“ Digital tools are not a privilege anymore” — Hicham Nehme A. Head of Supply Chain at Vodafone Qatar
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“ We’re now using data analysis more than ever before to forecast” — Hicham Nehme A. Head of Supply Chain at Vodafone Qatar
to learn from previous crises and manage change using new technology.” As a result the company has started using entirely virtual marketplaces such as Amazon. Another key point is not being heavily reliant on just one territory, such as China. “I believe China will face a lot of problems in the coming years because of what people believe to be the cause of the pandemic. We don’t yet know how big companies that operate in China like Apple will react, but we need to prepare so the
E X E C U T I V E P R OF IL E :
Hicham Nehme Title: A. Head of Supply Chain
Company: Vodafone Qatar
Industry: Telecommunications Location: Qatar Hicham Nehme is an experienced procurement professional. Having worked for 18 years in procurement and supply across different industries, Hicham is responsible for oversight of the procurement operations, strategic sourcing and digital transformation in supply chain. Hicham was instrumental in developing procurement policies and procedures and implementing procurement strategies, managing projects in the MENA Region, Europe and US. Hicham is CIPS and CPPM Certified, with a BA in Business Administration Systems. He is a father of three girls. w w w.vo da fon e. q a
V O D A F O N E Q ATA R
supply chain remains continuous and
Skype and Zoom. We know the whole
sustainable,” Nehme explains. “There
world will change after this, and
are a lot of different opinions out
the most important aspect is digital
there, but I think business needs to
transformation, now a main part
be spread across many countries, not
of any company.
centralised in one area.” The COVID-19 pandemic has high-
“Every organisation must have at least a vision for digital transformation,”
lighted how essential digitalisation
Nehme adds. “For the supply chain
is. “Digital tools are not a privilege
in particular, digitising operations can
anymore,” Nehme explains. “They’re
improve speed and reliability, from
being used all over the world during
how fast products can be manufac-
this crisis. We’ve moved from attend-
tured to how promptly order fulfilment
ing school to e-learning, and doctors
and delivery to the final destination
are giving medical advice through
can be made. But to implement digital
Hicham Nehme, A. Head of Supply Chain at Vodafone Qatar, on managing the COVID-19 crisis CLICK TO WATCH
|
1:40
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V O D A F O N E Q ATA R
Hicham Nehme, A. Head of Supply Chain at Vodafone Qatar, explains how the company builds and sustains partnerships CLICK TO WATCH
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3:01
transformation well it’s also crucial
Technology aside, he shares that
to pay attention to the organisation’s
strong partnerships are also essen-
structure and how this will change.
tial to success. “If companies act
That’s why any successful digital
like solo endeavours they will fail.
transformation starts from the top,
Organisations depend on their sur-
from the leaders, and works down to
roundings and their suppliers to build
the employees.”
technology and share knowledge.”
While data analysis is becoming
Considering those suppliers, Nehme
increasingly useful, it will play an even
explains that the crisis has led to a
more important role in the future, along
redefining of what a partnership can
with blockchain and AI. “We’re now using
be. “It’s led us to reevaluate our suppli-
data analysis more than ever before to
ers based on how they react during the
forecast,” Nehme explains. “This is ena-
crisis, and whether they were available
bling organisations to look at potential
when we needed them,” he affirms.
impacts on projects and profitability.”
“How you react towards a crisis and
how you support your organisation
Nehme has counted for many pro-
when it needs you, is the most impor-
jects. In the same industry, HATCOM
tant part of the supply chain.�
Telecommunications is another stra-
Among the company’s suppliers and partners are those in the telecommunications industry such as Hayat Communications, on which
tegic partner with which Nehme has worked across many projects. Looking ahead, Nehme envisages the independence of supply chains:
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“For countries like the US or Europe, the first thing that they face is a lack of supply chain planning. They have
“ How you react towards a crisis and how you support your organisation when it needs you, is the most important part of the supply chain”
the capability but they don’t have the tools or the materials, so they’ll have to find new ways to bring in new materials and new products”, he says. “We’re going to see supply chain organisations working separately and becoming businesses. The most important thing for any country right
— Hicham Nehme A. Head of Supply Chain at Vodafone Qatar
now is securing food, medication and medical equipment for its people. They don’t need someone sitting behind a desk telling them their balance sheet has dropped. The most important thing now is how to survive, and to survive you need a supply chain.”
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