In the world of heavy industries, where complex technology intertwines with management and logistics challenges, leaders who can transform challenges into opportunities stand out. Engineer Ahmed Ali Farag, with a career spanning decades in the vital cement sector, is a prime example of a professional who did not just master Mechanical Engineering, but also honed his skills in strategic management, supply chain, and procurement leadership. His story is an inspiring tale of ascent through major global companies, leading him today to become a pivotal decision-maker on the African continent.

Engineer Ahmed graduated from Helwan University's Faculty of Engineering, Mechanical Department. He did not stop at his engineering degree but continued his academic and training journey, obtaining: a Professional Project Management Diploma (PRMG) from the American University in Cairo (AUC), which included: Project Resource Management, Project Bidding and Contracts, Planning and Control Techniques, Budgeting and Financial Control, Feasibility Studies, and others. He also earned a Professional Master of Business Administration (MBA) from Ain Shams University, and another MBA from the Arab Academy for Science, Technology & Maritime Transport in cooperation with the Autonoma University of Barcelona, Spain.

In addition, he received specialized training from global companies such as: Polysius (Cement Course in France, Germany, and Belgium), Kiln and Mill Forum in Germany ),F.L. Smidth (International Maintenance Seminar in Denmark and Spain), training at Magotteaux in Belgium, and Heidelberg Strategic Procurement Training, as well as contract management.

His career launch was deep within fieldwork, where he worked as a Preventive Maintenance Engineer at ASEC Engineering, at the Helwan Cement Plant. Here, he laid the foundations for preventive maintenance operations by "preparing short and long-frequency inspection checklists," "preparing lubrication schedules," and "analyzing faults." He also actively participated in value engineering, reverse engineering, and securing critical spare parts.

This period was rich with major achievements, including his contribution to the Helwan Cement Plant efficiency upgrade project (Line No. 2), increasing production capacity from 3200 tons/day to 4400 tons/day. He also played a pivotal role as Project Manager (ASEC Handover Project) for the plant's handover from ASEC for management by Italcementi, which reflects the early management trust in his leadership capabilities.

Engineer Ahmed then moved to become Methods and Planning Manager at Al Safwa Cement Company, a Lafarge Group company in Jeddah, Saudi Arabia. His mission here was foundational par excellence, as he took charge of "creating, defining, and coding spare parts" and preparing them for upload onto the JDE system, and "receiving and creating spare parts inventory" in collaboration with Polysius to ensure operational continuity. He participated in the installation and commissioning of Al Safwa’s first line and prepared preventive maintenance plans and spare parts.

He later returned to Egypt to take on the same position at El Sewedy Cement Company. Here, he showcased his full expertise in maintenance and planning management, where he "established and managed the Preventive Maintenance Department," "supervised workshop plans and the maintenance budget for labor, services, and spare parts," and "managed review, coordination, planning, and scheduling activities." During this period, he served as the "Kiln overhauls Manager" for eight years, a task demanding utmost precision and resource management under time pressure. He also contributed to the "installation and commissioning of El Sewedy's production line" and the "launch of the Oracle system."

During his tenure with the Lafarge Group, he also contributed to the De-bottlenecking project at Lafarge Egypt plant to increase production from 3500 tons/day to 4500 tons/day across the four lines, and participated in the installation and commissioning of Line No. 5.

Engineer Ahmed’s career transitioned to a new, broader, and deeper stage with the Heidelberg Materials Group in Tanzania. Assuming the position of Maintenance Control Center (MCC) Manager at Tanzania Portland Cement Company (TPCC), he became responsible for "monitoring mechanical, electrical, and preventive maintenance activities," "preparing and tracking the maintenance budget," "managing daily and weekly planning and review meetings," and "managing the annual overhauls for Kilns 3 and 4." He played an active role in "training and coaching the local team" and supporting the procurement and projects teams in the technical selection of suppliers and contractors. During this time, he "created the Bill of Materials (BOM) for all key equipment" and "Material Requirements Planning (MRP)," and worked with the procurement team on "reducing spare parts lead time through local manufacturing in Tanzania."

In 2022, this experience culminated in a promotion to the position of Procurement Manager for the East and South Africa region at Heidelberg Materials, overseeing operations in Tanzania, the Democratic Republic of Congo (DRC), Mozambique, and South Africa. Engineer Ahmed became a strategic leader, responsible for "managing all procurement activities," "implementing and monitoring regional procurement strategies," and "managing and monitoring Key Performance Indicators (KPIs)," including: Savings, Digitalization, Supplier Due Diligence, Days Payable Outstanding (DPO), Lead Time, and Spend under Control.

 He also participates in "monitoring and preparing Operating Expenditure (OPEX) and Capital Expenditure (CAPEX) contracts" in accordance with "Group Guidelines."

The success story of Engineer Ahmed Ali Farag proves that the passion for learning, combined with deep technical expertise and strategic management skills, is the key to reaching the peaks. His journey is an invitation to ambitious leaders to look beyond their current roles and work with a passion for knowledge and experience that opens doors to leading change at a regional and global level.

Among the sayings he believes in and works by with his team spread across the four aforementioned countries:

"You only lose when you give up,,,, NEVER GIVE UP"