Khaled Ashour
Senior executive with 22+ years leading general management, operations, supply chain and shared services across logistics, retail, distribution and manufacturing in Saudi Arabia and Egypt.
Find me here.
Operations, run
from the front.
I am Chief Executive Officer and a Board Member at Intajalamal Logistics in Riyadh, having joined as Chief Operating Officer in 2021. The company works across customs clearance, transportation, yard services and international shipping, with four major branches and more than 500 staff serving customers throughout the Kingdom.
My career spans more than 22 years across manufacturing, retail, distribution and logistics — covering supply chain, finance, purchasing, human resources and information technology. The through-line is operational: taking a function or a company as it stands, and rebuilding how it actually runs.
That has meant leading a full transformation programme, sponsoring an SAP implementation and an IPO preparation project, building a supply chain function from the ground up, and setting up distribution centres measured in tens of thousands of square metres. I work in Arabic and English, and I am at my best where strategy has to survive contact with daily operations.
Where I lead.
Six areas built up across two decades of operating roles, from the warehouse floor to the board.
General Management & Transformation
Setting strategy, goals and operating structure — restructuring, digitalisation, OGSM, performance evaluation and dashboards — then holding the organisation to them.
Supply Chain & Logistics
End-to-end supply chain: S&OP, national inventory and warehousing, 3PL and freight sourcing, customs clearance, distribution networks and transport planning.
Financial & Commercial Management
Budgeting cycles, working capital and inventory value, cost optimisation, margin protection through product mix and pricing, and periodical financial closing.
ERP & Digitalisation
Business process ownership and executive sponsorship across SAP, Oracle, JD Edwards and Baan — including SAP MM and WM implementation.
Listing & Board Readiness
Board membership alongside sponsorship of an IPO preparation project for the Nomu parallel market, with the policy and reporting structure that requires.
Shared Services Leadership
Oversight across HR, finance, IT, administration and legal — the support functions that decide whether an operation holds together at scale.
Experience.
- Delivered the “Delivering Excellence” transformation programme across the organisation — restructuring, digitalisation, ERP, OGSM, performance evaluation and dashboards.
- Grew both top and bottom line year on year by increasing working assets, acquiring new customers and vendors, opening new branches and adding revenue streams.
- Executive sponsor of the SAP ERP programme and of the IPO preparation project for the Nomu parallel market.
- Led several cost optimisation initiatives across the business.
- Oversaw daily operations and the work of the executive team, setting comprehensive goals for performance and growth.
- Established policies shaping company culture across HR, IT and operations.
- Drove expansion activity — stock market preparation, investments, acquisitions and corporate alliances.
- Built the supply chain function bottom-up and introduced the S&OP process.
- Reduced inventory by 40% in six months with no impact on service level.
- Optimised operational cost by 35%, focusing on utilities and manpower spending.
- Set up 40,000 sqm of warehousing in Riyadh and 15,000 sqm in Abha while sustaining operations across more than 120,000 sqm nationwide.
- Contributed to a five-year strategic planning project with McKinsey & Company.
- Implemented SAP MM and WM as business process owner for both modules.
- Launched a 26,000 sqm distribution centre end to end — hiring, training, construction and IT follow-up, and the processes to control operations.
- Achieved 99% inventory accuracy for six consecutive years, and above 95% on most KPIs.
- Grew inventory value by 900% between 2008 and 2015 while managing 18,000 sqm of 3PL warehousing.
- Reduced operational cost by 10% through new contracts, service providers and optimised consumables.
- Established and documented all business processes for the division.
- Ran a 5,000 sqm distribution centre serving all areas of Egypt, with a ten-van fleet and 3PL coverage for remote regions.
- Implemented new operational SOPs and optimised running cost and route planning.
- Managed a 3,000 sqm indoor warehouse and a 9,000 sqm open yard, plus an outsourced fleet for domestic and international trips.
- Optimised shipping cost through freight planning and container utilisation.
Education &
development.
Start with a
conversation.
Whether it is an executive role, a board conversation or an advisory mandate — email or LinkedIn is the fastest route.