Hamad M. Al Rugaib & Sons Trading Co.

College of Computing and Mathematics

Department of Industrial and Systems Engineering

ISE 398: Internship.

(Term 231)

Final Report as Project Coordinator.

Prepared by
Saleh Ali Alamri – ID#201949910
Submitted to
Dr. Mohammad Yagoub
(Internship Advisor)
Dr. Yasser Almoghathawi
(Internship Coordinator)

Abstract
This report covers my internship experience in the Delivery Department and B2B Project
Department at Hamad Al Rugaib company. Furthermore, this report focuses on the daily tasks
I handled during mytraining period and the key activities of my role at the company. Finally, it
contains a variety ofprojects I have done as well as future projects I will work on during the
rest of my internship.

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Acknowledgment

First of all, I want to thank Allah that without his grace and generosity, I will not
do anything. Then I want to thank my family for their continued support in terms of
finances and moral. I am grateful to Allah for providing me with their kindness and
support during my training.

I would like to thank everybody who helped and supported me during my

coop training. I especially thank my internship advisor, Dr. Mohammad Yagoub
who willnever hesitate to help me when I need support. I would like to thank Dr.
Yasser Almoghathawi for his continued help as the coordinator during Internship
training.

Finally, my appreciation to Hamad M. Al Rugaib who gave me a chance to apply

my skills and what I learned in the ISE department in their fascinating workplace. I
especially thank my manager, Fatmah Mushcab, from whom I learned a lot in terms of
how to create a procedure, analyze data, and how deal with complex situations. my
deepest appreciation to the Supervisor Mr. Turki Alzahrani from whom I learned how to
deal with problems and how to acquire communication skills and improve it.

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Table of Contents
Table of Contents
Acknowledgment .................................................................................................................................. 2
List of Figures ....................................................................................................................................... 5
List of Tables ........................................................................................................................................ 6
List of Abbreviations ............................................................................................................................ 7
Chapter 1Company ............................................................................................................................... 8
1.1 Introduction ................................................................................................................................. 8
1.2 Delivery Department ................................................................................................................... 9
1.3 B2B Project Department ........................................................................................................... 10
1.4 My Role ..................................................................................................................................... 12
Chapter 2 Training and Learning ........................................................................................................ 16
2.1 Incubation Period Activities ...................................................................................................... 16
2.2 Knowledge ................................................................................................................................ 19
Chapter 3 ............................................................................................................................................. 21
Project 1 .............................................................................................................................................. 21
3.1 Project Initiative ........................................................................................................................ 21
3.2 Project Objective ....................................................................................................................... 22
3.3 Project Team .............................................................................................................................. 23
3.4 My Task ..................................................................................................................................... 23
3.5 My Methodology ....................................................................................................................... 25
3.6 Solution ..................................................................................................................................... 26
3.7 ISE Tools ................................................................................................................................... 27
Chapter 4............................................................................................................................................. 29
4.1 SAP Software Projects.................................................................................................................. 29
Chapter 5Summary ............................................................................................................................. 35
5.1 Knowledge Gained .................................................................................................................... 35
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5.2 Teamwork ................................................................................................................................. 36

5.3 Concluding Remarks ................................................................................................................. 37
APPENDIX ........................................................................................................................................ 40

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List of Figures
Figure 1.2.1 ..................................................................................................................…10
Figure 1.4.1… ....................................................................................................................13
Figure 1.4.2 ........................................................................................................................ 14
Figure 1.4.3 ........................................................................................................................ 15
Figure 2.2.1 ........................................................................................................................ 20
Figure 3.1.1 ........................................................................................................................ 23
Figure 4.1.1 ........................................................................................................................ 33
Figure 4.1.2 ........................................................................................................................ 33
Figure 4.1.3 ........................................................................................................................ 34

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List of Tables

Table 1 ............................................................................................................................... 17

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List of Abbreviations

B2B: Business-to-Business is a type of transaction that occurs between two businesses.

ETA: Estimated Time Arrival.

PO: Project Order.

SO: Sale Order.

MDD: Material Delivery Document.

RFQ: Request For Quotation.

ASN: Done for approving the project.

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Chapter 1
Company

In this chapter, I will present you with a thorough overview of the company,
delving into its background and providing a comprehensive understanding of the project
department. Additionally, I will highlight some of the key responsibilities and tasks I
have to manage in a daily basis and others for long term within this department.
Engineering students at King Fahd University of Petroleum and Minerals are required
to complete an internship training program. The purpose of this training is to expose
students to the workplace and give them valuable experience that will be a credit on
their resumes. Additionally, the student will discover his areas of strength and weakness
and develop both his soft and work skills.

1.1 Introduction

Hamad M. Al Rugaib offers a wide range of home furnishing products, including

furniture. The company is known for its high-quality products. Al Rugaib also offers a
variety of services, such as interior design, delivery, and installation. Al Rugaib is well-
positioned for continued growth in the future because of the company has a strong brand
recognition in Saudi Arabia. My training commenced on 28th Aug and ended on 27th
Dec in Al-Rugaib Company at the central warehouse located in the second industrial
city Dammam during my training as a delivery coordinator for one month and in Khobar
city at the head office of Al Rugaib Company as project coordinator for three months.

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1.2 Delivery Department

This division holds critical significance as the final phase in the supply chain and
has a profound impact on the company's standing. Its primary function is to efficiently
deliver products to customers at the right time and place by coordinating with drivers.
The department's main duties include assigning delivery zones to drivers, organizing
client invoices based on orders and shipping dates, and overseeing drivers to ensure
adherence to schedules. The delivery coordinator also serves as a dispatcher, arranging
goods within trucks while assessing their capacity. In the customer support role,
employees closely interact with customers, confirming shipment dates, generating
delivery notes, archiving invoices post-delivery, and conducting post-delivery follow-
ups to gauge customer satisfaction. This division's effectiveness in managing the final
stages of the supply chain directly impacts customer satisfaction and contributes
significantly to the company's overall reputation.

The delivery phase, positioned as the concluding stage in the supply chain,
presents inherent challenges for the delivery coordinator. This role involves direct
engagement with both upstream phases in the supply chain and clients, serving as a vital
bridge between them. The intricacy lies in the fact that any issues arising in the
preceding phases can have adverse effects on customer satisfaction, and it is the delivery
coordinator who predominantly absorbs the impact of such problems. As a result, the
delivery coordinator must exhibit tactfulness and readiness to address various client
concerns, offering solutions that not only mitigate their dissatisfaction but also enhance
their overall experience.

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1.3 B2B Project Department

The project department at Hamad M. Al Rugaib & Sons Trading Co. is responsible for
overseeing and managing all of the company's home furnishing projects. This
includes projects of all sizes, from small home makeovers to large-scale commercial
projects but as a business 2 business case such as the main customers are Aramco's
Departments that exceeded 14.7 Million Saudi Riyals this year as in the figure 1.2.1

Figure 1.2.1: This illustrates the overall summary for all Project Orders (PO) for the
last year.

The project department team consists of a team of experienced and qualified

interior designers, project managers, and other professionals. The team works closely
with customers to understand their needs and requirements, and to develop a plan for
each project. The project department also works with a network of suppliers and
contractors to ensure that each project is completed on time and to budget. The team also
provides regular updates to customers on the progress of their project. Some of the
services offered by the project department include (Interior design consultation, Project
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planning and management, Product selection and procurement, Delivery and installation,
After-sales support.)

The project B2B coordinator occupies a crucial position within the project
management landscape, serving as the nexus between various project phases and
stakeholders. Positioned at the final stage of project execution, this role encounters
unique challenges, as any issues arising during earlier project phases can directly
influence client satisfaction. The B2B coordinator must navigate complexities by
effectively liaising with internal teams and external clients. Problems in preceding project
stages may cascade and impact the final delivery, making the coordinator instrumental in
resolving issues promptly. Therefore, possessing adept interpersonal skills and a
proactive approach is imperative for the project B2B coordinator to address diverse client
needs, mitigate potential concerns, and ensure the successful culmination of the project.

It is highly connected with the delivery department in the warehouse for

scheduling the ETA for the PO/SO. The delivery team provides detailed data for the drivers
available or if they have to rent a Trilla from Naqel (Third party) to fulfill the duty of
serving the items on the arrival date assigned for the end user. Also, they are an integral
part of transportation and logistics process. They are limited to a 12 hours splitted into
morning and evening shift delivery and 20 drivers (including the project department
drivers) so they deal with it to get the best outcome possible.

Dealing with the Purchasing department also plays a reasonable role for
demanding the items and identifying and select items from different suppliers. The
department also takes into account factors such as the supplier's reliability and delivery
times. They surely take the inventory management into consideration by ensuring that
the company has enough products in stock to meet customer demand, but not so much
inventory that it becomes costly to store.

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Overall, The B2B Project Department is a valuable asset to Al Rugaib, and it plays
an important role in the company's success. The department's team of experienced and
dedicated professionals is committed to providing clients with the best possible service
and results.

1.4 My Role

As a delivery coordinator at the beginning of my training I was working on

exporting invoices by utilizing software called Microsoft Dynamics 365. The system
exhibits a comprehensive overview of invoices originating from diverse branches
situated in different cities. This display encompasses both confirmed and non-confirmed
invoices, all of which originate from the sales department responsible for client
interactions and payment processing. The dynamics software interface, as depicted in
figure 1.4.1, showcases essential details associated with each invoice. These details
include the customer's name, the sales representative handling the transaction, the branch
from which the invoice originates, the shipping date, the schedule, and the corresponding
sales order. This integrated presentation of information allows for efficient tracking and
management of invoices throughout various branches, providing a consolidated view of
transactional activities originating from the sales department.

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Figure 1.4.1: The main page of the software Dynamics 365.

There are multiple roles regards to the B2B especially or my concerns on different
type of work in general. First as a Project coordinator I am responsible for managing and
executing B2B projects from the start to the end. his would involve working with clients
to understand their needs, developing project plans, overseeing the execution of projects,
and ensuring that they are completed on time and within an already specified budget. The
program that is mostly used in this process is SAP, which is a special Aramco website
with Al Rugaib for a contract agreement at the start of each quarter of the year, each
Aramco department could order number of office furniture within the contract at this
website, by this website the process is started and end there. After completing the
delivery, I send to the expeditor the MDD through email to sign and fill the quantity
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received, the ID of the end user, and the date of delivery. See figures 1.4.2 below:

Figure 1.4.2: SAP website for Aramco project order provides the (Total Quantity, Price,
Ship Date).

However, lately I started to learn the design of office furniture that is specially
designed for the end user using AutoCAD. The first step is to take the dimension of the
product and sketch it on the program. The second step is to contact with the suppliers
mainlyfrom abroad with the given scratch to discuss the quality conditions and the total
price tochoose the best option possible. The time varies from one to four months for the
productto be ready in our warehouse to be delivered.

The arrival time is considered seriously to the governmental project orders through
Etimad platform. For instance, one of the conditions they stated if the order being late for
one day after the deadline, they apply fees exactly 1% of the total price. As a project
department, we fulfil projects with more than 1 million SAR multiple times a month.
Therefore, it becomes more extreme when it exceeds huge prices.

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Figure 1.4.3: Etimad main platform.

There are many companies’ competition in the process until the end user chose the
option decides. Usually, it is less than nongovernmental projects. This website is used to
support the local industry as it is one part of the Saudi Arabia 2030 vision. Furthermore, it
relates to the local factories that we deal with. On the other hand, it is more expensive to
be made locally for many items. In addition, it seems to have alower quality depending to
the user standards. Overall, the deals be made in case of the low number of items and the
less time to be delivered.

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Chapter 2
Training and Learning

2.1 Incubation Period Activities

Table 1. Training Plan

Weeks Planned Activities Department Mentor
Using Dynamics 365 to monitor
1 sales and confirm confirmation of Delivery Samer Karamallah
items according to the sales Department
location.
Creating schedules for truck
drivers to help them deliver Delivery
2 merchandise between Department Samer Karamallah
warehouses, a process known as
truck analysis.
3 Involvement in communication
with the drivers to obtain a deeper Delivery
understanding of the routes taken Department Samer Karamallah
and challenges faced during
travel.
4 Use the customer support
management browser to handle Delivery
sensitive requests such as Department Samer Karamallah
replacements, missed items
during loading, or items that are
incorrectly loaded.

5-6 Using Dynamics 365 to monitor B2B Project Shoug Alnahdi.

sales and confirm confirmation of
items according to the sales Department.
location regard the projects.

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Using SAP software for

6-8 Aramco Direct Charge and POs Fatimah Mushcab.
invoices for listing the orders B2B Project
and the ETA to inform the team
Department.
about the scheduling of drivers
be like.

8-10 Handling the old projects that Shoug Alnahdi

B2B Project
caused by the
miscommunicated with the end Department. &
user to discuss it with the Buyer
& Expeditor of Saudi Aramco Ruba Alshakhi
to explore on its case.
Visiting the sites of the projects
10-12 to get a detailed description B2B Project Mohammed
about the projects from the end
Department. Almahfouz
user.

12-16 The rest of these weeks was

B2B Project Turki Alzahrani
cyclic to what I have learned
before to evaluate my Department.
understanding.

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For week one, it was a completely new and rapid environment that I needed to
taketime to realize the type of work and what can be done with my major. I had to be
explained the list of tasks that is centralized place to manage all of tasks, and that it can
be used to prioritize tasks, set deadlines, and track progress. Also, she showed how to
filter and sort tasks in the list of tasks that can be filtered by priority, due date, status, and
other criteria. Tasks can also be sorted by any different criteria, such as the PO number.

From week 2 to the end of the month, my mentor scheduled meetings with the key
people in each department. This could be the department manager, a team lead, or a
specific person that I will need to work with on a particular task. In addition, providing
me with contact information for key people in the department, or giving them access to
shared drives or other resources. They assigned me to tasks that required to
interact with employees in other departments. This helped a lot in building relationships
with the new colleagues and learning more about the work that they do. This will help
meto be more successful in my role and contribute to the company's success.

The start of week 5 was different, new start with a different department was
challenging.However, going back to work in a different environment started with finishing
some routine tasks about some governmental logistics conditions used to complete the
shipment which isto fulfill the Transfer Document. This was like an early morning routine
to give accessfor items to travel between borders of the cities to other for outside projects.
It is very crucial for items to go through and be on time or return over and cost us time and
money,so this process must be ideal without a single mistake in the contact details of the
end user phone number, quantity, dimensions, and price. In addition, some of the routine is
tocontact end users of other companies to schedule the arrival time agreed. Driversmust
have the invoice paper with its delivery note, which is the list of items delivered for the end
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user to sign in purpose of confirmation or any other feedback, such as fix, replacement, and
return.

2.2 Knowledge

In this section, we will discuss what can be learned from this experience to
date. First, gaining real world experience by applying their knowledge of what I studied
so far to solve real world problems. This helped me to realize the large number of
factorsto consider. In a logistic way, many projects may take more than a year to be
solved or taking a new improving step that is feasible to reach. There are so many
possibilities and scenarios that could happen. An improvement in cost saving and
increasing efficiency leads to incredible feedback for subsequent steps.

Second, learning more about the major fields even though I did not work with it.
For instance, one of the interesting topics is the knapsack problem, see figure 2.1. It can
be identified as determining the set of items that maximizes the total value of the items in
a knapsack while keeping the total weight under the capacity given a set of items with
weights and values. In solving the knapsack problem, greedy algorithms are one of the
simplest heuristics. Until the knapsack is full, the greedy algorithm selects items based on
decreasing value-to-weight ratios. Even though greedy algorithms do not guarantee
optimal solutions, they are often able to find a good solution in a reasonable timeframe. It
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is well-known that the knapsack problem is a well-studied problem in computer science

and operations research. A number of algorithmic and heuristic approaches can be used to
solve the knapsack problem, depending on the application's requirements.

Figure 2.2.1: The figure illustrates an example of the knapsack problem.

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Chapter 3
Project 1

3.1 Project Initiative

Projects at our company are described as a contract between us and our customers,
which are other companies, in order to fulfill their needs with a variety of restrictions and
different requirements throughout the year. Depending on the complexity of the project, it
may be easy or difficult. Others require our execution team's investigation. There are
simple ones and there are others that require investigation. It is imperative that they
provide us with the building's plans so we can get an idea of how the measures are to be
taken. By categorizing the projects by the leader, based on the employee's experience, the
leader assigns the projects to the members.

In order to make it easier for beginners, simple projects are given to them. The
aim is to acquire knowledge and skills about how to handle difficult projects in the future
by getting involved in difficult projects. It was more of a learning experience for me, as I
worked on simple projects and got familiar with them before moving on to larger ones.
The supply chain process is of utmost importance when it comes to considering many
factors. The arrival time cannot bepredicted perfectly because it is not an ideal scenario.
Also, the workforce in the warehouse can be increased to fulfill the projects in a more
efficient way.

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3.2 Project Objective

Hamad Al Rugaib Company is a leading provider of construction and engineering

services in the Middle East. The company has a long history of success, and it is
committed to providing its clients with the highest quality services possible. In order to
maintain its competitive edge and continue to grow, Hamad Al Rugaib Company has
identified a number of key project objectives for the coming year. These objectives are
focused on improving efficiency, reducing costs, and expanding into new markets. Some
of the specific project objectives that Hamad Al Rugaib Company is working on include:
First, developing and implementing a new Enterprise Resource Planning (ERP)
system. This system will help the company to streamline its operations and improve its
efficiency. Second, investing in new technologies, such as Building Information Modeling
(BIM). These technologies can help the company to reduce costs and improve the quality
of its work. Last, expanding its operations into new markets, such as Africa and Southeast
Asia. This will help the company to grow its revenue and diversify its business. By
achieving its project objectives, Hamad Al Rugaib Company will be well positioned to
continue its growth and success in the coming years.

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3.3 Project Team

B2B Project Department consists of three units, B2B, Projects, andexecution.

The Hierarchy is as follows:

Fatmah
Mushcap
Manager

TURKI
ALZAHRANI
B2B Leader

RUBA MOHAMMED SHOUG

ABDULMUHSIN
ALSHAIKHI ABDULLAH ALNAHDI ALTURKI
B2B Specialist Execution Leader B2B Specialist Projects Leader

Figure 3.3.1: The hierarchy of B2B Project Department.

There are some members under each of them that are responsible for workingfor
and with. In the end, the tasks are completed by everyone working together.

3.4 My Task

In a daily routine I have to discover the new POs added in the SAP to assign it to
the daily report with price and location of the project to complete the (ASN). There are
old projects from 2020 for each year. I’m the responsible to finish these projects or to
find out what made these projects take so long to be accomplished. The other type of
work is:

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• Assisting the project manager with planning and executing projects. This may
involve tasks such as developing project schedules, creating and tracking budgets,
and managing resources.

• Communicating with stakeholders throughout the project lifecycle. This includes

keeping stakeholders informed of project progress, addressing any concerns they
may have, and gathering feedback.

• Monitoring and tracking project risks and issues. This involves identifying
potential risks and issues early on, and developing and implementing mitigation
strategies.

• Contributing to the development and delivery of project deliverables. This may

involve tasks such as writing reports, and creating presentations.

• Providing support to the project manager and other team members. This may
involve tasks such as managing administrative tasks, providing technical
assistance, and resolving conflicts.

Project department members play a vital role in the success of any project. By
working closely with the project manager and other team members, they help to ensure
that projects are completed on time, within budget, and to a high standard of quality.

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3.5 My Methodology

The methodology for the tasks of a member in the project department will vary
depending on the specific tasks they are performing. However, there are some general
principles that can be applied to all project work. One important principle is to be
proactive. This means identifying potential problems or challenges early on and taking
steps to mitigate them. It also means being proactive in communicating with stakeholders
and keeping them informed of project progress.

Another important principle is to be organized. This means having a clear

understanding of the project goals, objectives, and tasks. It also means having a system in
place for tracking progress, managing resources,and communicating with stakeholders.
Finally, it is important to be flexible. This means being able to adapt to change and to
deal with unexpected challenges. It also means beingwilling to learn new things and to
try new approaches. Here is an example of a methodology that a member of the project
department could use for the task of updating the project schedule:

1. Identify the changes that need to be made to the schedule. This may involve
reviewing new requirements, assessing the impact of changes to existing
requirements, or identifying new tasks that need to be completed.

2. Update the schedule to reflect the changes. This may involve adjusting task
durations, adding new tasks, or removing tasks that are no longer necessary.

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3. Communicate the updated schedule to stakeholders. This may involve sending out
an email, scheduling a meeting, or updating the project plan.

4. Monitor and track the updated schedule. This may involve tracking task progress,
identifying any potential delays, and making adjustments to the schedule as
needed.

This is just one example of a methodology that a member of the project

department could use for a specific task. The best methodology to use will vary
depending on the specific task and the needs of the project. It is also important to note
that methodologies are not always set in stone. It is important to be flexible and to adapt
the methodology as needed. For example, if a new requirement is added to the project, it
may be necessary to update the schedule and the methodology. By following these
general principles and using an appropriate methodology, project department members
can help to ensure the success of their projects.

3.6 Solution

There were no new problems because the work flow can not go outside its range.
However, we can implement new solutions. Industrial and systems engineering (ISE)
solutions can help companies to improve their efficiency, reduce costs, and increase their
profitability. Some specific solutions that ISE companies can provide include:

• Process improvement: ISE can help companies to identify and improve inefficient
processes. This can involve tasks such as redesigning workflows, streamlining
operations, and eliminating waste.

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• Production planning and scheduling: Develop and implement production plans and
schedules. This can involve tasks such as forecasting demand, allocating
resources, and optimizing production sequences.

• Facility design: Design and optimize their facilities. This can involve tasks such as
layout design, material handling systems, and workflow design.

3.7 ISE Tools

ISE tools can also be used to improve the performance of complex systems in
other industries, such as finance, retail, and government. In addition to the general-
purpose ISE tools listed above, there are also a number of specialized tools that are
designed for specific industries or applications. For example, there are ISE tools for
designing and optimizing manufacturing processes, simulating the behavior of complex
systems, and analyzing data. The specific ISE tools that are applicable to a particular
project will depend on the specific needs of the project and the industry in which it is
being implemented. The course it feels to be important:

• Data analytics (ISE291): can help companies to collect, analyze, and visualize
data. This information can be used to identify trends, make predictions, and
improve decision-making.

• Simulation (ISE405): can help companies to create and test models of systems
before they are built or implemented. This can help to identify potential problems
and to avoid costly mistakes.

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• Facility Layout (ISE422): to design and optimize their facilities. This can involve
tasks such as layout design, material handling systems, and workflow design.

• Facility Layout & Design (ISE402): to design and optimize the purchased orders
within the expected forecast demand.

• Work and Process Improvements (ISE324): to improve the ETA for the delivery
expected date to be done.

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Chapter 4

4.1 SAP Software Projects

Leveraging SAP software for managing Aramco Direct Charge and Purchase
Orders (POs) invoices can significantly enhance the efficiency and organization of order
processing, invoicing, and driver scheduling. The goal of this project is to enhance the
efficiency and accuracy of order processing, invoicing, and driver scheduling by
implementing and optimizing SAP software within the Al Rugaib-Aramco supply chain.

Project Implementation Steps:

1. Needs Assessment:

Identify current challenges and inefficiencies in the order processing, invoicing,

and driver scheduling processes.

2. System Integration Planning:

Develop a comprehensive plan for integrating Aramco Direct Charge and

Purchase Orders with SAP.

3. SAP Module Customization:

Customize SAP modules Sales and Distribution (SD) based on Aramco's specific
requirements.

4. Workflow Design:

Design and implement automated workflows for order approval, invoicing, and
driver scheduling.

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5. Real-time Notification Setup:

Configure SAP Event Management for real-time ETA notifications.

6. Testing and Quality Assurance:

Conduct thorough testing to ensure the seamless functionality of the integrated

system.

7. Deployment:

Roll out the integrated SAP system in a phased approach, starting with a pilot
implementation.

8. Monitoring and Optimization:

Continuously monitor system performance, gather feedback, and make necessary

optimizations for ongoing improvements.

Expected Outcomes:

Upon completion of the project, Aramco should experience:

• Increased efficiency in order processing, leading to reduced lead times.

• Streamlined invoicing processes, minimizing errors and improving financial

accuracy.

• Enhanced driver scheduling and logistics management, resulting in improved

delivery timelines.

• Real-time visibility into key performance indicators through SAP.

This project not only addresses immediate challenges but also sets the
foundation for a more streamlined and efficient supply chain management system at
Aramco.

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Methodologies Used:

a. SAP Logistics Execution (LE) Module:

The LE module can assist in optimizing and managing logistics operations,

including the scheduling of drivers. It provides tools for managing
transportation, tracking shipments, and optimizing delivery routes.

b. SAP Event Management:

Utilize SAP Event Management to send automatic notifications on Estimated

Time of Arrival (ETA) for deliveries. This ensures that the team is informed in
real-time about the status of shipments.

c. Workflow Automation:

This wasn't easy to make because of the multiple scenarios that can happen to
the shipment phase. However, implement workflow automation in SAP to
streamline the approval processes for orders, invoices, and scheduling. This
reduces manual intervention, speeds up processes, and enhances overall
efficiency.

These project ideas represent an ideal alignment with the core responsibilities
integral to the role of a project coordinator. They encompass not only the essential tasks
of meticulous planning, seamless coordination, effective communication, and adept
stakeholder management but also underscore the broader spectrum of skills and
competencies that define success in this role. By leading these projects, the project
coordinator has the opportunity to demonstrate not only their ability to meticulously plan
and execute tasks but also their capacity to think strategically, adapt to changing
circumstances, and navigate complexities inherent in project management.

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Moreover, adept stakeholder management is essential, as the project coordinator

must navigate diverse perspectives, interests, and priorities to ensure buy-in and support
for project initiatives. This requires a delicate balance of negotiation and relationship-
building skills to cultivate strong partnerships and resolve conflicts constructively. Each
of these projects offers a valuable opportunity for the project coordinator to showcase their
leadership qualities, including their ability to inspire and motivate team members, delegate
tasks effectively, and provide guidance and support as needed. Additionally, these projects
serve as a platform for honing problem-solving skills, as they inevitably involve navigating
obstacles, mitigating risks, and finding innovative solutions to unforeseen challenges.

To conclude, Implementing SAP in this manner enhances overall visibility,

efficiency, and control over the end-to-end process of order management, invoicing, and
driver scheduling within the context of Aramco Direct Charge and Purchase Orders. It also
enables the team to make informed decisions based on real-time data and analytics. These
projects not only offer an opportunity to drive successful project outcomes within the
organization but also serve as a platform for the project coordinator to showcase their
leadership, problem-solving, communication, and stakeholder management skills,
ultimately contributing to their professional growth and development. See figure 4.1.1.

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Figure 4.1.1: This sheet classify the open from completed (POs) provided with the
details for each PO as self-made to clarify the who's PO is responsible.

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Figure 4.1.2/4.1.3: This Sheet represents the Truck Data shipment trips on the left side
of the sheet. On the right side of the sheet my calculation to get a minimum feasible solution.

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Chapter 5
Summary

5.1 Knowledge Gained

As an Industrial and Systems Engineer student, I gained a wide range of

knowledge and skills during my training and work experience in the key knowledge areas
that ISEs typically have. In addition to these technical skills typically we have strong
analytical and problem-solving skills. Also, good at communicating to the findings and
recommendations to both technical and non-technical audiences.

After working in industrial and systems engineering, I have gained a deeper

understanding of the specific industries and applications in which work type. I also
developed expertise in the use of specific tools and techniques. Additionally, gaining
valuable experience in working on real-world projects and collaborating with other
professionals. The real challenge in the real world is my capability to quickly understand
the type of work that I am doing.

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5.2 Teamwork

Teamwork is essential for success at Hamad Al Rugaib Company. The company's

construction and engineering projects are complex and require the coordinated efforts of
many different people. To be successful, teams must be able to communicate effectively,
collaborate efficiently, and resolve conflicts constructively. Al Rugaib Company
encourages teamwork by providing opportunities for employees to collaborate on projects
and by providing training on effective communication and conflict resolution skills. Here
are some specific examples of communication tasks that team members at Al Rugaib
Company might perform:

5.2.1 Attend weekly team meetings to discuss progress, challenges, and next steps.

5.2.2 Send regular email updates to team members with information about their work.

5.2.3 Collaborate on documents such as project plans, schedules, and reports.

5.2.4 Use a project management tool to track progress and share information.

5.2.5 Meet informally with team members to discuss ideas and brainstorm solutions.

5.2.6 Mediate conflicts between team members and help them to find common ground.

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5.3 Concluding Remarks

During my tenure as an Industrial Engineering student at Al Rugaib Company, my experience

revolved around active engagement and collaboration within a diverse team. This involved working
closely with colleagues from various backgrounds and departments within the company, contributing
to projects and initiatives aimed at optimizing industrial processes and enhancing operational
efficiency. My key contributions during this time included:

Team Dynamics: Within the diverse team at Al Rugaib Company, team dynamics influenced
how we communicated, collaborated, and problem solved. It encompassed various aspects such as
team members' collaboration. This involved dividing tasks, sharing responsibilities, and supporting
one another to achieve common objectives. Collaboration also encouraged creativity and innovation
in problem-solving approaches.

Quality management: This involved establishing quality objectives and determining the
processes and resources needed to meet those objectives. As an Industrial Engineering student, I
participated in quality planning by analyzing processes, identifying potential areas for improvement,
and proposing strategies to enhance product or service quality.

Communication Skills: Effective communication also involved active listening, which

entailed attentively listening to others' perspectives, understanding their viewpoints, and
incorporating their feedback into project discussions and decision-making processes.

Procurement Knowledge: Procurement knowledge was fundamental for ensuring the

efficient and effective acquisition of materials and resources at Al Rugaib Company. It encompassed

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a broad range of skills and competencies related to strategic sourcing, contract management, supplier
relationship management, cost analysis, compliance, and technology utilization. My experience at Al
Rugaib Company underscored the importance of procurement knowledge in driving value and
achieving organizational objectives through optimized procurement practices.

Non-conformity Reporting: was a critical component of the quality management system at

Al Rugaib Company, ensuring that deviations from established standards were promptly addressed
and corrective actions were taken to prevent recurrence. My involvement in non-conformity reporting
processes at Al Rugaib Company provided valuable insights into the importance of proactive quality
assurance measures and continuous improvement initiatives in maintaining product and process
quality.

Insights Contribution: as an Industrial Engineering student at Al Rugaib Company

encompassed a blend of analytical skills, problem-solving abilities, continuous improvement mindset,
cross-functional collaboration, adaptability, and learning orientation. By leveraging these qualities, I
was able to offer valuable perspectives, drive meaningful change, and contribute to the overall
success and growth of the organization.

Interdisciplinary Integration: was instrumental in driving innovation, fostering

collaboration, and achieving organizational objectives at Al Rugaib Company. By leveraging the
collective expertise and insights from multiple disciplines, we were able to develop holistic solutions,
drive continuous improvement, and navigate the complexities of today's interconnected business
environment.

Practical Application: the interdisciplinary integration at Al Rugaib Company demonstrated

its effectiveness in addressing complex challenges, driving innovation, and achieving strategic

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objectives across various functional areas of the organization. By leveraging collective expertise and
insights from multiple disciplines, Al Rugaib Company was able to adapt to changing market
dynamics, optimize operational performance, and enhance overall competitiveness in the industry.

Professional Growth: My internship at Al Rugaib Company provided a valuable platform for

my professional growth and development. Through hands-on experiences, mentorship, skill
development, networking opportunities, exposure to industry practices, and meaningful project
contributions, I gained valuable insights, enhanced my skills, and prepared myself for future career
opportunities in the field of industrial engineering.

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APPENDIX

Mikell P. Groover, Projects and Project Management, Work Systems: The Methods, Measurement and Management of Work
https://drive.google.com/drive/folders/1HbgBTtKU9-b6-uEhobj2oTMQteALx7u_