In 2013, Waleed Al Saeedi joined Abu Dhabi’s Department of Culture and Tourism (DCT) as Director of Capital Projects, transforming procurement processes by slashing tender cycle times by 80%. Al Saeedi was later seconded to the Government Procurement Office, where he introduced new frameworks for procurement and, in 2022, continued refining strategies with the implementation of master service agreements at a confidential government entity.
A legacy of growth and transformation
Al Saeedi began his career at Ruwais Fertilizer Industries (FERTIL) in 1997 after earning a Civil Engineering degree from UAE University. He also later completed an MBA from Abu Dhabi University, but his procurement optimisation talents were evident early on as he swiftly rose through the ranks to manage 80% of FERTIL's commercial spend.
Between 2010 and 2013, a key chapter of Al Saeedi’s career unfolded as he established and led a procurement function in a niche, heavily-regulated industry. This role proved transformative, offering a platform to demonstrate his knack for navigating high-stakes environments with precision and strategic insight.
The position demanded mastery over core procurement processes, from contract negotiation and supplier relationship management to strategy development and meticulous budgeting. Collaboration with global suppliers provided valuable international experience, sharpening his understanding of diverse procurement systems and exposing the power of strong strategic partnerships.
One of Al Saeedi’s proudest accomplishments was fostering team development, prioritising training that saw many team members earning CIPS certification for the first time. This achievement elevated the team’s professional standards and cemented a legacy of transformative leadership.
“I transformed the procurement team into a best-in-class operation by implementing streamlined policies and procedures that reduced lead times, optimised procurement costs and introduced effective spend categorisation,” he proudly explains. “These advancements weren’t just operational improvements; they were strategic shifts that elevated the department’s role within the organisation.”
Driving Abu Dhabi’s digital revolution
Every new journey Al Saeedi embarks on is characterised by the encompassing of digital procurement transformation.
“To me, digital transformation in this field represents more than just implementing new systems – it’s a fundamental shift in how procurement can drive value, enhance transparency and create resilience in the supply chain,” he asserts.
Al Saeedi has seen this firsthand, from implementing a new ERP system back in 1998 to the implementation of a Government Digital Procurement Platform – an initiative which aimed to standardise procurement across more than 50 public entities.
He continues: “I’ve since witnessed how each step forward in technology has helped procurement move from a purely transactional role to a strategic one. Today, digital transformation is crucial for the industry’s future.”
Through the project, Al Saeedi homogenised procurement best practices such as category management and supplier performance tracking in order to promote a more strategic sourcing approach and strengthen local supplier relationships.
His current focus lies in elevating digital services and systems across Abu Dhabi’s government through cutting-edge Common Digital Platforms. The increased efficiency, transparency and value he hopes to gain from the project is the reason he also encourages others to embrace digitisation.
“New technologies can enhance efficiency and transparency, but they require significant investment and training,” Al Saeedi stresses. “Procurement professionals should champion the integration of these technologies to streamline workflows, enhance data accuracy and provide real-time insights into procurement activities.
“I firmly believe that digital transformation is not a one-time effort but an ongoing journey.”
Resilience and adaptability shape procurement strategies
Procurement plays a vital role in shaping the future of government operations and resilience is at the heart of effective strategy. For the DCT, procurement revolves around strategic sourcing and bulk purchasing to manage costs and maintain high standards.
Technology, like e-procurement systems, streamlines these efforts, ensuring efficiency and compliance with regulatory and ethical frameworks.
As highlighted by Al Saeedi, resilience requires adaptability.
He explains: “To build resilience and adapt to future uncertainties, governments must develop a holistic approach that ensures procurement activities remain effective, sustainable and adaptable, even in challenging economic climates.”
Strategic partnerships also form the backbone of DCT’s approach. Establishing long-term contracts with suppliers stabilises pricing and availability, mitigating risks during market fluctuations.
“In previous roles, I have seen the value of these partnerships firsthand; they provide reliability when it’s needed most,” Al Saeedi added.
Collaborative procurement as a catalyst for change
Procurement at Abu Dhabi is entering a new phase, with innovation at its core. Collaborative procurement involves working closely with suppliers, sharing insights and co-developing solutions to stay ahead of trends. This flexibility allows procurement models to adapt to the unique demands of the cultural and tourism sectors in Abu Dhabi.
“Innovation is driving future procurement strategies,” Al Saeedi emphasises. “Governments must foster an environment where procurement professionals are encouraged to explore new methods, such as collaborative procurement.”
Collaborative procurement involves close partnerships with suppliers, co-developing solutions and leveraging market intelligence to stay ahead of emerging trends. It also requires flexibility in procurement models to adapt to the ever-changing needs of the sector. By embracing these forward-thinking approaches, Abu Dhabi is positioning itself to meet future demands efficiently and sustainably.
Al Saeedi highlights the importance of this philosophy: “Collaboration between government entities, private sector partners and international organisations will further strengthen procurement strategies, bringing new resources and innovative solutions into play. This combined approach will ensure that government procurement remains agile, efficient and able to drive impactful change across the region.”
By investing in human capital, Abu Dhabi ensures its workforce can manage intricate supply chains and incorporate sustainable practices, positioning the department as a leader in procurement innovation.
Digital transformation’s sustainability impact
The GCC (Gulf Cooperation Council) region, Al Saeedi explains, is playing host to significant ongoing procurement transformations driven by economic diversification, regulatory reforms and technological advancements.
He observes that these changes align with the region’s efforts to move beyond oil and gas, with investments in renewable energy, healthcare, technology and tourism.
For Al Saeedi, this evolution ties directly to the adoption of digital tools: “Looking to the future of governmental procurement and supply chain operations, I see a field that’s rapidly evolving, embracing digital transformation and redefining its role in achieving wider strategic goals.”
The region’s governments are increasingly adopting advanced e-procurement platforms that streamline operations, reduce administrative workloads and enhance data accuracy. By deepening digital integration, Abu Dhabi aims to set new standards for procurement excellence. Al Saeedi also believes that this transformation should work hand in hand with sustainability initiatives.
“Sustainability is no longer an option in procurement; it's a necessity,” he asserts. “As stewards of organisational resources, we have a duty to incorporate eco-friendly and socially-responsible practices that align with broader environmental and ethical goals.”
Procurement is stepping into a new era, one where environmental responsibility and digital transformation redefine the rulebook. Al Saeedi envisions a future where procurement strategies embrace sustainability as a core principle, blending lifecycle assessments, supplier sustainability scores and carbon footprint reduction initiatives.
He says: “I believe future procurement strategies will involve a comprehensive approach to sustainability, integrating lifecycle assessments, supplier sustainability scores and initiatives to reduce carbon footprints. These strategies will redefine how we evaluate suppliers, giving weight to environmental and social metrics alongside cost and quality.”
Procurement is no longer about simply closing transactions; it’s now a transformative tool for achieving broader economic and environmental objectives.
“Procurement professionals play a crucial role in driving success in government sectors by ensuring efficiency, transparency and cost-effectiveness,” Al Saeedi continues.
By nurturing collaboration, talent and leveraging cutting-edge technologies, organisations are increasingly well-prepared to navigate a complex and rapidly-changing landscape.
Building procurement capacity for tomorrow
For governments, building procurement capacity is vital to future success.
Al Saeedi highlights the importance of investing in people: “Building procurement capacity is critical for future success. Looking to the future of governmental procurement and supply chain operations, I see a field that’s rapidly evolving, embracing digital transformation and redefining its role in achieving wider strategic goals.”
This investment ensures procurement professionals can meet rising demands, from handling intricate supply chains to embedding sustainability into every process. Programmes focusing on upskilling through certifications, workshops and knowledge-sharing prepare teams for the ever-changing regulatory environment and global trends.
Looking to the future, digital tools are reshaping procurement operations. The region’s governments are adopting advanced e-procurement platforms to streamline processes, reduce administrative burdens and enhance data accuracy.
Yet, Al Saeedi believes the real breakthroughs lie ahead: “The real potential lies in deepening this digital integration through technologies such as AI, predictive analytics and blockchain.”
These tools promise transparency, traceability and data-driven decisions, setting a new benchmark for government procurement.
As procurement evolves, its role in achieving wider strategic goals is becoming clearer. Al Saeedi’s leadership through times of transformation in the sector give valuable lessons about the balance of innovation, collaboration and sustainability – ensuring it will remain a pillar of regional success.
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