Purpose Owns both sides of the group's commercial position: what the organization buys, and what it bids for. Fleet is the largest expense and revenue asset, so procurement quality drives group return. Growth depends on winning tenders (public transport, corporate rental, service contracts, including international). This role ensures the group buys and bids as one, not six times over. Scope Fleet procurement — vehicle specification, sourcing, negotiation, terms, delivery, disposal/trade-in (largest spend category) Group procurement — IT, facilities, professional services, consolidated where it pays off Tenders & bids — public transport, rental, workshop/service contracts, including international opportunities Supplier contracts — frameworks, terms, SLAs, pricing, performance Procurement governance — policy, authorisation thresholds, segregation of duties, conflicts of interest, tender evaluation Key Responsibilities Aggregate group spend for real, measured savings; local buying only under group agreement or documented exception Procure fleet on total cost of ownership, with COO and CFOPursue only qualified, deliverable, profitable bids; submit complete and on time; review every outcome Never submit a bid without COO (deliverability), CFO (financials), Insurance Manager (risk), and Government Relations (licensing/legal) sign-off Keep procurement audit-defensible: thresholds, segregation of duties, scored evaluations, declared conflicts Monitor supplier performance post-signature; remedy or replace; avoid single-supplier dependency Keep workshops stocked — no vehicle off the road for a procurement reason Build international bids with correct legal entity, local requirements, and market-appropriate commercial model Give CEO/Board one consistent view of spend, savings, pipeline, and supplier risk Build tender, fleet, and procurement leads into one functioning team Requirements Essential10+ years procurement/commercial/bid management; 4+ leading a function or major category across multiple sites Fleet or major capital equipment procurement at scale, including TCO analysis End-to-end tender/bid management with a track record of wins Contract negotiation to the point of holding a commercial position and knowing what needs legal review Procurement governance and audit defensibility Supplier performance management, including exiting underperformers Financial fluency to build or challenge a bid model UAE/GCC market experience, including public sector tendering Fluent English Desirable Working Arabic Transport/fleet/passenger transport tendering or concessions International tendering, including consortiums CIPS or equivalent (verified) Procurement/ERP implementation experience Key Competencies Negotiation • Total-cost thinking • Bid discipline • Commercial risk instinct • Governance under pressure • Cross-functional coordination without authority • Supplier realism • Delivering to immovable deadlines Working Conditions Head office based; regular site/supplier visits and tender briefings Travel across emirates and internationally for opportunities/negotiations Peak workload at tender deadlines and fleet acquisition cycles Annual conflict-of-interest declaration; gifts/hospitality must be declared